Government Services

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Government Services
Dryden Assessment, Analysis, and Improvement
StatusJanuary 16,2003
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Agenda

• Methodology
• Overall Findings
• Improvement Areas
• Approach and Performance Metrics
• Next Steps

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Methodology

• Acquire a better understanding of the
  organization
• Review and assess in-place processes and
  procedures
• Reevaluate receipt and processing of tasks
• Identify usage of automated tools
• Outline the communication channels
• Identify issues that impact the staffs ability
  to do their jobs
• Gather staff recommendations on how to improve
  processes
• Identify operational, organizational, and
  corporate strengths and weaknesses

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Overall Findings

• Processes need additional definition and
  incorporation in work routines
• Documentation and work instructions require
  updates and staff require training on them
• Communication between internal external groups
  needs to be formalized
• Staff needs to be given additional training
  opportunities
• Program management requires more focus and
  attention

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Improvement Areas

• Corporate Support
• Program Management
• IUP
• Employee Morale
• Communication
• Training
• Enterprise Tools
• Problem/Request Management
• Local Support Tools
• Refresh Management

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Corporate Support

• Increase corporate communication with customer
  improve corporate business processing activities
  provide more corporate guidance to PM
• Approach
• Track issues at the Enterprise level, formalize
  direction to onsite management/staff, and
  streamline purchasing process
• Set up regularly scheduled telecons and personal
  corporate management visits with the customer
• Performance Metrics
• SLA compliance for Catalog purchases that require
  ACS procurement, IUP processing, and new seat
  requests
• Schedule monthly meetings between DOCOTR and
  corporate management and ensure ACS attendance.
  An action item list will be developed from the
  meetings and actions status reported at
  subsequent meetings

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Program Management

• Strengthen the PM function
• Approach
• Restore customers confidence
• Formalize communication
• Deliver timely status updates
• Reorganize based on operational needs
• Program evolution
• Cross-training
• Employee Morale
• Human Resources interviews
• Analysis and review
• Deliver on promises to staff
• Performance Metrics
• Projects are managed according to plan
• Complete cross-training plan as scheduled

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IUP

• Improve the IUP process
• Approach
• Hire an IUP manager, reporting to PM
• Formalize the end-to-end process, including IUP
  checklist
• Performance Metrics
• Meet contract-defined schedules for submission
  and project schedule milestones as defined by the
  approved IUP

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Communication

• Improve and structure communications internally
  and with customers at all levels
• Approach
• Develop a Communications Plan incorporating
  elements for internal and external communications
• Incorporate communications between ACS and
  customers into all end-to-end processes
• Provide customer service training
• Update/develop customer satisfaction surveys
• Implement structured action item tracking
• Performance Metrics
• Track project planning and adherence to the
  project plans
• Track action items and adherence to due dates
• Implement a customer survey for Level 2
• Deliver customer service training to all staff

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Training

• Improve the staffs technical and customer
  service skills
• Approach
• Deliver Project Management/Millenium Leadership
  training
• Mandatory customer service training for all staff
• Ensure employee access to SmartForce
• Develop new ODIN employee packet including
  minimum ODIN training requirements
• Track training requirements and accomplishments
• Performance Metrics
• Deliver PM training to all management/lead staff
• Train staff in customer service skills
• Provide training according to approved plan and
  schedule

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Enterprise Tools

• Improve tools documentation and ensure
  appropriate use of tools by local staff.
  Structure change request management process to
  ensure requirements are captured and information
  is well communicated
• Approach
• Develop comprehensive training program for staff
  in the use of Enterprise tools
• Revamp change request management process
• Expand tool set integration
• Increase reporting and reliability of AI data
• Improve and update tools documentation
• Implement a new testing strategy

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Enterprise Tools (Contd)

• Improve tools documentation and ensure
  appropriate use of tools by local staff.
  Structure change request management process to
  ensure requirements are captured and information
  is well communicated (Contd)
• Performance Metrics
• All staff attend appropriate tool training and
  fully participate at CCBs according to their
  position
• Increase percentage of assets reporting AI data
  to 80 (at 63 1-7-03)

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Problem/Request Management

• Structure communication regarding ticket
  management clearly define roles and
  responsibilities (ownership) provide
  documentation and training
• Approach
• Complete end-to-end review and invoke disciplined
  management of the ticket/problem processes
• Hire a dispatch/queue manager to ensure tickets
  are being assigned and managed
• Establish more frequent IntelliCenter/local staff
  communication
• Implement a more robust agent monitoring program
  at the IntelliCenter
• Streamline the automated callback process
• Improve the ability to capture, search, and
  report on problems and resolutions
• Delegate queue management responsibility

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Local Support Tools

• Complete gathering of cable plant management
  data and populate iTRACS assess backup and
  remote access solutions bolster staff capability
  through training
• Approach
• Dedicate staff to complete site
  verification/update of iTRACS
• Find ArcServ resources within ACS and assess as
  backup solution
• Develop and submit a new technical solution
  proposal for remote access (modem pool) to the
  Government
• Send network management staff to Concord training
• Performance Metrics
• Deliver an accurate, up-to-date iTRACS database
  to customer
• Complete backups on-time and accurately

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Problem/Request Management (Contd)

• Structure communication regarding ticket
  management clearly define roles and
  responsibilities (ownership) provide
  documentation and training (Contd)
• Performance Metrics
• Reduce callback requests to the average of all
  Centers (9 vs. 12) and work to continue to
  reduce callback requests at all sites
• Increase service delivery and customer
  satisfaction
• Train all staff on Remedy by the date in
  implementation schedule

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Refresh Management

• Improve refresh process develop detailed
  documentation on process including master
  schedule stabilize staffing and train staff on
  process
• Approach
• Assign additional staff to the refresh project
• Thoroughly review and update the refresh process
• Retrain the staff on the new process
• Develop a single repository to track the refresh
  schedule
• Post the schedule on the web page for customers
• Retrain staff on the Enterprise tools (Remedy and
  Provance)
• Improve communications among team and with
  customers
• Provide metrics to DOCOTR that show progress of
  refresh

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Refresh Management (Contd)

• Improve refresh process develop detailed
  documentation on process including master
  schedule stabilize staffing and train staff on
  process (Contd)
• Performance Metrics
• Meet accelerated refresh deadline
• Complete scheduled refreshes on time, at a 90
  rate
• Retrain all refresh staff on Enterprise tools

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Next Steps