Staff Assessment
Technology Services Department
Palmyra Area School District
The Challenge
Given this
environment, how
can 4 people provide
consistent, high
quality customer
service?
The Challenge
Student Computers
Total = 2,205
The Challenge
Student Computers
Total = 2,205
Staff/Support Computers
436
Total # of Computers
2,641
The Challenge
Mobile Devices
Total = 797
The Challenge
•
2,641 Computers
•
797 Mobile Devices
•
3,438 Total to support
•
4 Staff Members
•
860 devices per staff
•
Doesn’t include network
support and maintenance and
other job duties (printers, etc.)
Key Points
•
Help Desk / Support
• LEAN processes
• Data collection
• Ticket workflow
•
IT Space allocation
•
Strategic Planning
• Equipment refresh
• Virtualization
• External Partnerships
• Management
• Infrastructure Support
•
Staffing
•
Other Efficiencies
Help Desk
Ticket Data
Palmyra’s Tickets
3000
2500
2000
1500
Tickets
1000
500
0
2011 to 2012
2012 to 2013
2013 to 2014
Fighting Fires
•
Stop being so busy putting out fires that there is no time
for fire prevention
•
Vicious cycle
•
Typical in any many service departments
•
Extremely stressful
•
Make the situation visible
•
Talk about the work being postponed
•
Prioritize the backlog
•
Scope
•
Weekly planning
•
Identify root causes
•
Recurring issue
•
Fixes are known or unknown (Documentation)
•
Ask the 5 why’s
•
Fire prevention achievements take time
•
You must be committed and consistent
•
Must use project management
Help Desk Procedures
•
A support ticket must be
created for all work requests
(planned, unplanned)
•
Actual ticket work time must be
entered into the ticket system
•
Single person should maintain
responsibility for assigning
tickets to a team member
•
Priority response times should
be implemented and
communicated
•
Single Point of entry preferred
•
Ticket types should be tracked
(systems administration,
device support, hardware
request, etc…)
•
Request for information time
tracked separately
•
Create ticket data entry
standards
IU13 Response Times
Sets the customer expectation and
the support expectation
IU13 Status Types
When you track work time
Customer reminders
Key Performance Indicators
First Response Time
Total Ticket Open Time (Time from Opened to
Closed)
Work time (includes online research time)
Cost of Service
Total Number of Tickets
Total Number of Tickets Closed
Current Workflow
(Palmyra’s Help Requests)
Staff Request
Ticket
System
Email
Call tech
staff
directly
Email
tech staff
directly
Contact
KK
directly
Help
Desk
Fly-by /
Hall
Snag
Warehouse
Automated
alarm
Recommended Support Flow
(Palmyra’s Help Requests)
Automated
alarm
Staff Request
Warehouse
Call tech
hotline
Fly-by /
Hall Snag
Ticket
System
Email
Help
Desk
Approximately
140 Locations
1500 Staff
IU 13’s
beginning of
LEAN
Approximately
100 Locations
1300 Staff
Transition Plan
Current State
To Future State
IU 13’s Ticket Resolution Transition Plan
•
•
•
Removed Team Phone Numbers
Established Ticket Data Entry Standards for all
Users
Created Standardized Processes for Internal
Ticket Resolution
•
Transitioned from 5 FTE to 3 FTE
•
Utilized Data to Develop Innovative Solutions
IU 13 Results
Key Performance Indicators
Key Performance Indicators
Key Performance Indicators
IT Space
Government Standards for Space Allocation
Position
USF 2004
USF 2011
Configuration
Executive
425
300
Private Office
Director
255
250
Private Office
Manager
225
200
Private Office
Supervisor
150
120
Workstation
Technical Staff
96
80
Workstation
Support Staff
64
80
Workstation
PASD Tech Staff
300 total
IT Space
•
Recommended Space = 480 – 505 sq ft
•
Tech Services should be located in the HS
•
Highest # of tickets
•
Largest # of devices
•
Largest # of staff
•
•
Tech Services should be moved to first
floor
•
Removes need to use elevator for
equipment moves
•
Closer to the delivery point
(warehouse)
•
Closer to administration
•
Keep Staff together
•
Increased collaboration
•
More efficient communication
•
Prevents Silo’s from building
Travel/visibility schedule
•
Rotating building schedule for
each staff member
•
Increase visibility
•
Increase awareness
•
Increase confidence
Strategic Planning
•
Create a Technology Refresh Plan
•
Laptops/Desktops – 4 to 5 years maximum
•
Servers – 5 years
•
Network Switches – 6 to 8 years maximum
•
Wireless Access Points – 4 years maximum
•
Apple iPads and Chromebooks – 4 years
•
Virtualize your servers
•
Run multiple servers on a single physical
server
•
Reduce costs
•
Reduce downtime
•
Server deployment and backup
•
Centralized ordering controls
•
Printers, peripherals, etc…
•
Continue existing external partnerships
•
Hempfield – email
•
Warwick – web hosting and software
Strategic Planning
•
Put an OSX management system in
•
Reduces imaging to only emergency situations
•
Easily deploy new software, videos, ebooks,
documents without touching any machine
•
Enforce security policies (Can eliminate Deep Freeze)
•
Change network settings
•
Limit software updates to only approved versions
(Yes I am looking at you JAVA!)
•
Lock labs to only run specific applications
•
Asset Inventory
•
Software Inventory
•
End User Self Service
Staffing Needs
•
Desktop Support Technician (Level 1)
• Mobile Device Management (iPads, Chromebooks,
AppleTV, etc.)
• Backup for primary desktop support (Level 2)
•
Administrative Assistant
• Technology Hotline
• Ticket Assignment
• Clerical
• Support for virtual academy?
•
Departmental cross training / backup person for each
major system
•
Professional development program needs to be put in
place for all Technology staff. Require training in job
descriptions
Questions?