Ensuring Quality of Service To Meet User Demands

Compuware, Steve TackMicrosoft, Mark Hydar

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Customers: Globally Distributed

Application Environments: Collaborative

New Devices: Proliferating

Virtualization/Cloud Technologies: Exploding

Your world is changing.

Application visibility and optimization of the customer experience are more important than ever.

The Application Delivery Chain Has Expanded

FROM THE ENTERPRISE…

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The Application Delivery Chain Has Expanded

FROM THE ENTERPRISE… …TO THE INTERNET

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The Vantage/Gomez Solution

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The Impact of Poor Performance

IT Operations

• Credibility loss

• Inefficient, costly resolution

• Failed deployments

• Missed SLAs

• Unneeded capacity investments

Business

• Lost or delayed revenue

• Diminished brand equity

• Customer dissatisfaction

• Competitive disadvantage

• Increased time-to-market

Compuware Customers Enjoy Measurable Benefits

Reduced downtime 45%

Improve first-hour problem resolution rate to 80%

Reduced annual troubleshooting costs by 97%

Achieved under 3 second response time and 99%+ availability

Reduced homepage load time from 11.3 seconds to 3.4 seconds

Improved critical transaction response times by 50%

Saved 50%+ in staff and fees

March 17th, 2010

Ensuring Quality of Service To Meet User Demands

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Our mission is to drive exceptional online service experience through measurement, analysis and service quality improvement efforts on behalf of end users globally. 

Our vision is:

• Our Quality of Service’s is better than our competitions

• The Quality of our Services is regarding as “Best in Class”

• The Quality of our Services is seen as a competitive advantage

• The Quality of Service Framework is adopted throughout the entire Online Services stack

• Our attention to quality is a prominent aspect of our Culture

Why Quality of Service

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The Approach in a Nutshell

Strategic Goals• Represent our end user experience globally

- Improved Global Measurement, Visibility and Perspective

• Ensure outstanding Online Service experience (Products)- Improved Reliability, Availability, Performance, Customer Experience &

Satisfaction

• Ensure Process alignment to improve effectiveness and efficiency- Reduced cycle time, rework & process waste

• Ensure improved Practices for accountability and responsiveness- Increased Education, Training, Skills, Experience and Expertise

Identify what is “critical” to our

end users

Understand service health and end user

experience

Define Quality Standards.

Leverage data and CSS

Information to identify gaps

Drive and sustain

improvements

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What Makes it Hard

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The Strategy

Five Pillars of QoS Excellence

QoS vTeam Forum

Scorecard

Executive Reviews

Drive Improvements

Performance• In Market

Speed• Measurement

s• Tools• Training

Reliability/ Availability• Availability• In Market

Reliability• Service

Resiliency• Problem

Management• Trustworthy

Platform

Security/Privacy• Incident

Management• Compliance• Training• Anti SPAM• Secure

Authentication

Business Feature Metrics

• Relevance• Usability• Relevant

Content• Unique Users• Ad

Impressions• User Minutes• Market Share

Customer Satisfaction• Net Promoter• Voice of

Customer• CSS• CPE• Customer

Satisfaction

Drives Customer Satisfaction ($$$) How

Quality of Service (QoS)

Product Engineering Team(s)

Operations &

Partner Mgmt

Product Marketin

g

1302/19/2010 Microsoft Confidential

The Eco-System

Best Practices

DeployVerify

Reconcile

ManageMeasure

Instrument

ModelAnalysisTuning

ReviewFeedbackQuantify

Communicate

SocializeEvangelize

Prioritize and

Execute

QoS Goalsand Feedback

Define the Charter

Weekly Meetings and Exec Reviews

Drive

Improvements

Instrument, Analysis,

Quality Tools

Service QualityKPI/Scorecard

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Regional Quality Structure

•Business, PG, GFS partnership

•Regular meetings•Issue tracking & Resolution

•Measurements•Scorecard•Issue Analysis•Recommendations•Drive Improvements

•Voice of the Region•Define the Regional Quality Standards

•Regional QoS vTeam•PG team commitments•Define area’s of focus

• Executive Reviews• Review progress &

course correction• Feedback

QoS Results

& Reviews

Regional QoS

Charter

Cross Discipline QoS

Forums

QoS Measures & Improveme

nts

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Everything Has It’s Place

Chaotic• Ad Hoc• Undocumented• Unpredictable• Hard to Find Help• Minimal

Operations

Level 0

Reactive• Fight Fires• Inventory• Initiate Problems

Management Process

• Measure Availability

• Software Distribution

• Alerting• Event

Management

Level 1

Proactive• Analyze Trends• Manual

Thresholds• Predict Problems• Mature Problem,

configuration, Change, Asset, and Performance Management Process

Level 2

Service• Service Provider

Status• Defined Services,

Classes, Pricing• Understand Costs• Guaranteed

SLA’s• Measure and

Report Service Availability

• Integrate Processes

• Capacity Management

• Change Modeling

Level 3

Value• Ops as a

Strategic Partner• Ops and Business

Linkage• Ops/Business

Collaboration Improves Business Process

• Real-time Infrastructure

• Business Planning

Level 4

Tool LeverageOperational Process Engineering

Service Delivery & Process Engineering

Service & Account Management

Manage as a Business

Task Centric Organization

Process Centric

OrganizationService Growth/Adoption

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Improving Quality is a Business Strategy

Use the QoS framework to systematically identify and

attack problems

Applies Six Sigma methodologies and tools to;• Make and save money

• Reduce cost and time

• Improve product delivery

Focused approach to

achieve performance

The Quality Value Proposition

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Understanding the choices we make over time and how it affects the business

Presenting options to business leaders to consider and enable us to win in all top markets

• Features vs. Performance• Flexibility vs. Reliability• Revenue vs. Performance• Global vs. Local

Embed QoS in all PDLC – Engineering with the partners, customers and markets in mind

Realizing the Investment

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Quality Program Challenges

Scale (Executive, Analysis)

Data Collection is costly and inconsistent

Drive Improvements

Inconsistent instrumentation

Drive Improvements

Limited activity around improving quality

Team Identity(Influence, Materialize)

Drive Improvements

Data Integrity

Drive Improvements

Not all things are measured equally

Quality Program Challenges

Consistency between programs

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Influencing ChangeSite Status Meeting

Drive P0 bugs to resolution

Sponsor Quality Related Studies

Democratize the Data

Correlate the Data

Use the Data as a Collaboration Tool

Share Use Cases

Leadership Forums

Service Enablement Practice

Tooling

Business Intelligence

Evangelism

Problem Management

Cross Platform Quality Improvement

Shared Best Practices

(Performance) Improvement Practice

Drive Improvements

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Six things we can do to contain costs related to data management and data integration during FY11 and still achieve goals:

1. Operational data repository consolidation

2. Optimize data integration tools and processes

3. Leverage existing data structures and data integration process, rather than building new

4. Perform data mart consolidation

5. Enforce standards to foster reuse and agility

6. Defer low-priority/limited-benefit projects

Trustworthy & Relevant Data