allstate-t&m for itsm-kirch final ipad

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Cathy A. KirchSenior Process Consultant - Allstate Insurance Company

18th Annual InternationalIT Service Management

Conference and Exhibition

Time & Motion for ITSM

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AgendaAgenda

• Allstate Insurance at a Glance

• Allstate Journey to IT Service Management

• Time & Motion what is it?

• Time & Motion what is the approach?

• Questions

Allstate Insurance at a Glance

• The Allstate Corporation is the nation’s largest publicly held personal lines insurer

• Allstate is a fortune 100 company with $132.7 billion in assets

• Allstate is widely known through the “You’re In Good Hands With Allstate®” slogan

• The Allstate Corporation encompasses more than 70,000 professionals with technology operations located around the globe

• Allstate is reinventing protection and retirement to help nearly 16 million households insure what they have today and better prepare for tomorrow

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Allstate Insurance at a Glance

• High-Speed Networking• Integration Architecture• J2EE and .Net• Large Scale Networks• Message Brokering• Performance Management• Rich Media Management• Service Oriented Architecture• Unix, Windows and Mainframe

Platforms• Web Content Management• Web Services

• Advanced Analytics• Business Process Management• Capacity Planning• Data Warehousing• Document Imaging• Enterprise Content Management• Enterprise Databases• Enterprise Information Integration• ETL (Extract, Transform, Load) Tools• Financial Applications• High-Availability and Disaster Recovery

Applications and Services

3,500+ IT professionals Multiple operating systems 5,000+ software applications Multiple technology platforms 100,000+ desktop computers supported Multiple database systems

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AgendaAgenda



• Time and Motion what is it?

• Time and Motion what is the approach?

• Questions

SERVICE STRATEGY Strategy Management For

IT Services Service Portfolio

Management Business Relationship

Management Financial Management For

IT Services Demand Management

SERVICE OPERATION Event Management Incident Management Request Fulfillment Problem Management Access Management

Functions Service Desk Technical Management IT Operations Management Application

Management

SERVICE DESIGN Design Coordination Service Catalog Management Service Level Management Availability Management Capacity Management IT Service Continuity Management Information Security Management Supplier Management

SERVICE TRANSITION Transition Planning & Support Change Management Service Asset &

Configuration Management Release & Deployment

Management Service Validation & Testing Change Evaluation Knowledge ManagementCONTINUAL SERVICE IMPROVEMENT

Seven Step Improvement

Allstate Journey to IT Service ManagementAllstate Journey to IT Service Management

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AgendaAgenda





• Questions

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Time study is a direct and continuous observation of a task, using a timekeeping device (e.g., decimal minute stopwatch, computer-assisted electronic stopwatch, and videotape camera) to record the time taken to accomplish a task and it is often used when:

•there are repetitive work cycles of short to long duration,•wide variety of dissimilar work is performed, or•process control elements constitute a part of the cycle.

•We open change records as a task of Risk Management•We open incident records to enhance the customer experience•We open problem records to drive root cause analysis and improve our service support and delivery•New capabilities with release tied to changes

Time and Motion what is it?Time and Motion what is it?

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Following is the procedure developed by Mikell Groover for a direct time study:

1.Define and document the standard method.

2.Divide the task into work elements. Time the work elements to obtain the observed time for the task.

3.Evaluate the worker’s pace relative to standard performance (performance rating), to determine the normal time. Apply an allowance to the normal time to compute the standard time. The allowance factors that are needed in the work are then added to compute the standard time for the task.


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Following is the procedure developed for an ITSM direct time study:

1.Define and document a repeatable script per process

2.Divide the script into phases, states or activities of the process.

3.Time the work elements to obtain the observed time for the task.

4.Evaluate the worker’s pace relative to standard performance (performance rating), to determine the normal time. Apply an allowance to the normal time to compute the standard time. The allowance factors that are needed in the work are then added to compute the standard time for the task.

5.Factor in volume for the tasks

6.Identify and notate observations, and new capabilities

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What does Time and Motion mean to an ITSM program?

1.After a major ITSM Tool migration, how will you know if you were successful?

2.Are all processes equal in improvements?

3.Have you modified the tool and reduced efficiencies?

4.How have you impacted your end users in a positive or negative way?

5.Is the tool performing as expected?

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AgendaAgenda





• Questions

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Identify:Vision

StrategyGoals

1. Define what you should measure

5. Analyze data, trends &

plans Targets met,

corrective action

4. Process data with frequency format & system

accuracy

3. Gather data, who, how, when

2. Define what you can measure

6. Present and Use

information, assessment, action plans

7. Implement Corrective

Action

GOALS

Time and Motion what is the approach?Time and Motion what is the approach?

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Activities Considerations

Vision, Strategy, and goals

Activity that exists in both tools written down

Define what you can measure

Define what you should measure

Ensure new tools perform as well or better than the current

Lifecycle comparisons, activity name changes, end to end

Process the data Baseline, post production frequency? Accuracy-the math

Must start with the current tool, who, how, when

Gather the data


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Analyze data trends and plans

Summary- good or bad? Actions?

Implement corrective action

Present and use the information

Stay in scope, apples to apples, expected improvements?

Redo measures? Tool enhancements?

Start over


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Recorded process execution in the current tool

Validated measures with UAT of new system and adjusted

The target: clicks, volumetrics and capabilities

Process consultants had improvement lists

Noted what would be changing

Worked on presentation categories

Audience analysis


Format takes time

•Time spent using the tool, multiplied by the number of records per organization, can indicate where efficiencies are gained or lost in comparison.

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Old Tool New Tool Q1 New Tool Q2

Time per Record 20:01 12:01 9:13

Data Points 58 36 38

Number of Clicks 93 67 70

•Have you increased/decreased the overall time in the tool?•Are you gathering more/less data?•Are you gaining new capabilities?•Is the tool being modified over time that increases/decreases Efficiency?

• Example

Volumetrics

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Month Total Changes

Total Tasks

April 2013

9000 400

May 2013 9050 402

June 2013

8000 389

February 2013

6000 * 200 *

March

2013

5555 * 199 *

• The presentation, broken out by process


•* Partial month due to implementation data and release dates

• Example

Tool X Q2 measures were taken in July 2013 from: Recordings from infrastructure and Functional Groups

Tool X Q1 measures were taken January 2013 and February 2013 from: Recordings via the tool with Storage Provisioning and Unix Maintenance

and Claims Software & Data Maintenance

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Tool X Q2 Avg.

Time

Clicks Tool X(Q1) Avg. time

Clicks Avg. Time Delta

Clicks Delta

Draft 3:33 7 Draft 2:02 7 + 1:31 0

Review 3:28 45 Review 5:04 42 - 1:36 + 3

Approve 0:45 11 Approve 2:34 11 - 1:49 0

Scheduled 0:40 3 Scheduled 1:19 3 - 0:39 0

Completed 0:47 4 Completed 1:01 4 - 0:14 0

TOTAL 9:13 70 TOTAL 12:01 67 - 2:48 + 3

The presentation, is broken out by process

Time and Motion what is the approach?

• Example

New tool Q2 Capabilities New tool Q1 Familiarity with using New tool

is reflected in shorter usage times.

Impacted Business Applications are now auto-populated, reducing time necessary in the tool.

Planned Service Outage time can be reported from change records.

CAB Review average hh:mm minutes per change record (avg. ## records per CAB Meeting) or h:mm hours average CAB meeting

• New Tool Tasks may be used similarly but will not counted as production changes

• New Tool associates records directly to the appropriate change

• New Tool capability allows change record template management distributed through Change Managers

• Leadership approvals in New Tool will be logged

• CAB Review average H:MM minutes per change record (avg. ## records per CAB Meeting) or H:MM hours average CAB meeting

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Sample Report:

Time and Motion what is the approach?

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AgendaAgenda





• Summary / Questions?

Summary/Questions

Implement T&M and process improvement- conduct each release

Time and motion first focuses on process- time ‘to do’ processes

Need to look at the cross process integration- how quick can I associate records and tell the story

Business result performance and leadership behaviors

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Summary/Questions

Metrics that Matter- Executive level; Operational view; Management level of the process;

Drive key observations and behavior changes

Ensure you have good base metrics- in fact a lot of metrics for your baseline;

The effort is relevant and worth the time to help make leadership decisions

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Cathy A. [email protected]

Allstate Insurance CompanySenior Process Consultant

ITIL Expert, Service Manager, ISO20K ConsultantDistinguished Professional in Service Management

Questions?Questions?

allstate-t&m for itsm-kirch final ipad

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