The word version of Chris' report for Q2 is attached. <!-- /* Font Definitions */ @font-face {font-family:Wingdings; panose-1:5 0 0 0 0 0 0 0 0 0; mso-font-charset:2; mso-generic-font-family:auto; mso-font-pitch:variable; mso-font-signature:0 268435456 0 0 -2147483648 0;} @font-face {font-family:"Cambria Math"; panose-1:2 4 5 3 5 4 6 3 2 4; mso-font-charset:0; mso-generic-font-family:roman; mso-font-pitch:variable; mso-font-signature:-1610611985 1107304683 0 0 159 0;} @font-face {font-family:"Arial Unicode MS"; panose-1:2 11 6 4 2 2 2 2 2 4; mso-font-charset:128; mso-generic-font-family:swiss; mso-font-pitch:variable; mso-font-signature:-134238209 -371195905 63 0 4129279 0;} @font-face {font-family:"Palatino Linotype"; panose-1:2 4 5 2 5 5 5 3 3 4; mso-font-charset:0; mso-generic-font-family:roman; mso-font-pitch:variable; mso-font-signature:-536870265 1073741843 0 0 415 0;} @font-face {font-family:Consolas; panose-1:2 11 6 9 2 2 4 3 2 4; mso-font-charset:0; mso-generic-font-family:modern; 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*Departmental IT Resources*
Compiled and submitted by Chris Lavallee and team leads
*{+}Accomplishments:+*
*Staffing*
* DITR continues to see an increase in volume for the SLA business, so additional SLA Consultants have been hired.
*New Products and Services*
* Started to define and document the mission of each DITR team, along with the services each provides to the MIT community.
* Implementation of vendor services has started that will improve DITR efficiency and customer services in FY09
** Dell Custom Factory Integration (CFI) - will allow the application of MIT asset tags and images at the Dell facility during the manufacturing process. This will dramatically reduce the amount of MIT resources needed for these tasks when the machines arrive on campus. These valuable resources can then be reallocated back into the DITR value-add customer facing tasks.
*Tools and Processes*
* Internal DITR processes have been adjusted to increase efficiency and improve customer service (i.e. quarterly billing for all DITR services, improved vacation/sick tracking and coverage assignment)
* Started the analysis of the use and rate plans associated with the DITR portable devices.
* Altiris and Bomgar use has increased, thus improving the team's ability to accurately identify inventory in the field and provide remote support when needed.
* Update the DITR web pages to more accurately reflect our products and services.
*{+}Challenges{+}{*}+:+
*Staffing*
* Maintaining proper staffing levels to quickly respond to a growing demand for DITR services.
* Maintaining the high level of daily customer service, while reassessing each of the DITR programs and services to assure alignment with the goals and the mission of each team, the DITR group, and IS&T.
*{+}Work to Do Next{+}*
*New Products and Services*
* Finalize the cost benefit analysis of the Asset Recovery process for DITR machines.
*Tools and Processes*
* Finish the development and implementation of the comprehensive DITR inventory tracking database.
* Complete the definition and documentation of the mission of each DITR team, along with the services each provides to the MIT community.
* Complete the updating the DITR web pages to more accurately reflect our products and services.
* Find tools to assist in the tracking of on-call services and billing.
AdminIT Program{*}{+}Accomplishments{+}*
*Staffing*
- We continued to train Justin Fleming on the ins and outs of working with DITR and the AdminIT Program. Justin has already proven to be an invaluable member of DITR. He has agreed to be the Mac imaging point person going forward.
- Patrick Connelly also continues to impress. He has stepped up to take on several short term SLA's for the SLA DITR group this quarter. Pat also set a new record for PM visits made in a quarter with 101 visits made. The previous best was 87 by Brad Chaffee in Q3 FY08.
*Client Impact*
- 10 DLC's received 187 preventative maintenance visits in Q2: (SoE HQ, MTA, EOP, LVAC, ASO, BE, EAPS, NEWS, CEE and DMSE).
- In addition to preventative maintenance visits, the AdminIT Program continues to provide regular IT support to its customers. We tried, this quarter, to cut down on site visits to the DLC's given away for free as that disrupts the scheduling and timing of the PM cycle for the quarter.
-* This quarter, *over 50* help tickets were created via RT to various AdminIT clients that needed technical support and assistance, several of which were billable Short Term Service Level Agreements.
-* An example of some of the ST SLA's included several new computer upgrades in CEHS, 10\+ machine upgrades in the News Office, and other desktop support issues that fall outside of the regular AdminIT PM visit. AdminIT customers did not seem disturbed by this trend.
*Tools and Processes*
- In Q2, we made some progress in our overall Bomgar Remote Assistance initiative. Wide use continued through CSS and Sloan with over 400 Support Sessions established to provide Remote Help to the IS&T Community.
- The rollout of the Altiris notification agent continued on in Q2. We have now installed the agent on over 300 machines in the AdminIT Program (200 machines by the end of Q1). Our overall goal is to be able to manage our client's hardware and software inventory in a more efficient manner.
- {color:black}We now provide AdminIT Preventative Maintenance (PM) visits to{color} {color:black}{*}{+}58 DLC's and 920 Computers,+{*}{color} {color:black}up from 57 DLC's and 900 Computers in Q1, so the program continues to grow.{color}
*{+}Challenges{+}*
*Staffing*
- Chuck continued to split time between being the team lead of the AdminIT Program as well as the Athena Team. He effectively learned how to balance his time between the two group proving to be effective in both areas. Evidence of this can be seen in the increase in overall PM visits from 136 in Q1 to 187 in Q2. Q2 is also home to the Holiday Season which typically means a slight reduction in PM visits as scheduling and vacations come into effect. The increase from 136 to 187 can be attributed to the effort of Chuck's team, and to his learning curve to balance both Programs.
- We are at full capacity with the number of DLC's we can accept into the Program with the current staffing levels.
*Client Impact*
- With over 900 machines to try to get to twice per year, it will be nearly impossible to complete 1800 visits in a year.
-* Justin Fleming - 74 PM's completed
-* Pat Connelly - 101 PM's completed
-* Chuck King - 12 PM's completed
*AdminIT PM visits by quarter:*
| *{+}FY2009{+}* | | *Chuck* | *Pat* | *Justin* | *others* |
| Q1 Jul-Sept | 136 | 21 | 65 | 44 | 6 |
| Q2 Oct-Dec | 187 | 12 | 101 | 74 | 0 |
| Q3 Jan-Mar | | | | | |
| Q4 Apr-Jun | | | | | |
| | | | | | |
| *FY09 totals* | *323* | *33* | *166* | *118* | *6* |
| | | *Chuck* | *Brad* | *Pat* | *Sean* | *others* | |
| *{+}FY2008{+}* | | | | | | | |
| Q1 Jul-Sept | 138 | 28 | 63 | 0 | 29 | 19 | |
| Q2 Oct-Dec | 82 | 37 | 29 | 15 | 0 | 0 | |
| Q3 Jan-Mar | 224 | 45 | 87 | 84 | 0 | 8 | |
| Q4 Apr-Jun | 146 | 35 | 25 | 86 | 0 | 0 | |
| | | | | | | | |
| *FY08 totals* | *590* | *145* | *204* | *185* | *29* | *27* | |
- The AdminIT staff is often called upon by their clients to provide technology support that falls outside of the scope of the Preventative Maintenance visit.
*{+}Work to Do Next{+}*
*Tools and Processes*
* Chuck is working on evaluating the AdminIT Program mission, process, and forecasting for the upcoming years ahead.
- We understand that more efficient processes are needed and will work towards creating and implementing those processes going forward.
- Draft and post revised business rules associated with the AdminIT program (i.e. DLC participation requirements, services provided, etc)
- AdminIT web page redesign in alignment of the IS&T redesign.
- Communications will also need to improve so that we don't alienate any single participating Department.
- Remote Management: Continue to increase the use of BOMGAR for remote support for clients.
- Expand the use of the Altiris technology inventory management suite to all of the DLCs that are supported by DITR by July 2009.
Admin Desktop Renewal *{+}Accomplishments{+}*
*Client Impact*
- Completed 201 deployments throughout the university community.
- Improved the deployment tracking form and process associated with each computer deployment to provide more transparent and timely billing to the DLCs.
*Tools and Processes*
- Worked with DCAD to restart work on the new FileMaker database that will bring together two of the three parts of the process. It will also standardize and more fully automate the data feed to the final part of the process. Database is on track for completion in Q3 for this fiscal year.
- Worked with other MIT entities and Dell to finalize the processes and details needed to include MIT Asset Tags and imaging into the Dell manufacturing process, as well as using the Dell Asset Recovery process as a pilot for DITR assets.
- Started to analyze the business rules associated with the Admin Desktop Renewal program (i.e. DLC participation requirements, services provided, costs, etc)
*{+}Challenges{+}*
*Tools and Processes*
- Until the new database is on-line, there continue to be three separate systems in use for the purchasing, deployment, tracking, and billing phases of the process.
- The interaction between these systems is, at present, completely manual and reliant on human interaction and handoffs.
- The current administrative processes are overly complex and manual, with too many single points of failure.
*{+}Work to Do Next{+}*
*Tools and Processes*
- Work with other MIT entities and Dell to implement the Dell CFI process: MIT Asset Tags and imaging, as well as using the Dell Asset Recovery process as a pilot for DITR assets.
- Continue to identify automated processes and value added services offered by the vendors that may make our own processes and services more efficient and are looking into the possibility of implementation.
- Transfer the responsibilities of equipment ordering and database administration into the DITR group by middle of Q3.
- Finalize the revised business rules associated with the Admin Desktop Renewal program (i.e. DLC participation requirements, services provided, costs, etc)
- Continue to improve the billing processes to provide even more timely and transparent billing.
- Communication with other groups in DITR and outside of DITR will also need to improve so that issues are not missed.
- Potential benefits of Altiris for this process will also be investigated.
DITR Plus *{+}Accomplishments{+}*
*Client Impact*
\- The second quarter of FY09 saw the DITR-Plus team continue the support of the Institute's senior administration and staff.
\- Continued attention to detail has resulted in a minimization of larger issues, and less downtime for our clients.
\- Worked with President's office to identify and enroll several administrative staff computers in DITR's Admin Desktop Renewal Program. After initial purchase of machines, these user's will qualify for new machines, on cycle, free of charge.
\- Upgrade and data transfer of 3 iMacs and 3 Macbook laptops.
\- Recycle of old machines into usable resources for the staff. These machines will be used to upgrade part-time staff, student interns, and users that have a "work from home" requirement. All machine moves have been reported to the Property Office when appropriate.
\- Preventative Maintenance visit to the Associate Provost offices. (software upgrades, virus and security patches, etc.)
*Staffing*
\- Training courses completed for Jessica Smith (Mac OS 10.5 certified), and Mike Bryan (Project Management).
*{+}Challenges{+}*
*Tools and Processes*
\- Maintaining the high level of service expected through I.A.P. and at the start of the Spring Semester.
\- Scheduling the time to do upgrades/ maintenance.
\- To better track our time, we must be more diligent in RT management. This includes taking time to create cases for issues that are called in, or requested/reported not using our email (ditr-plus@mit.edu) tied to Request Tracker. (i.e., email to individual staff members)
\- Establishing collaborative communication with members of IS&T staff to better escalate and address issues out of our realm. (Network, Email, Telephony, etc.)
*Staffing*
\- Working with our budget to provide training opportunities for DITR-Plus staff.
*{+}Work to Do Next{+}*
{color:black}{*}Tools and Processes{*}{color}
{color:black}\-{color} {color:black} {color}Implement Data Encryption for users to protect sensitive data (P.I.I. and proprietary) as required by Massachusetts state law effective 5/1/2009. Project Team has identified and tested PGP software and we are awaiting a formal software release.
{color:black}\-{color} {color:black} {color}Continue to work on collaboration with IS&T.
SLA Program
*{+}Accomplishments{+}*
*Staffing*
* One consultant (Andrew Munchbach) advanced into the Mobile Devices Team, so the search for a replacement consultant started.
* Another consultant position was approved to cover a new contract and additional SLA hours requested by various DLCs.
* Total SLA consultant positions as of January 2009 = 12 (including Team Lead)
*Client Impact*
* One new 4 hour contract, one new 8 hours contract and 18 additional hours were added since Q1.
* Currently we have 32 contracts for a total of 322 hours per week. We are also administering 5 server contracts for 10 hours, total (attached charts).
* Two new Mac Server SLAs will be starting in January 2009.
* Short term (on-call) SLA work continues to come in and is being shared with the AdminIT section.
*{+}Challenges{+}*
*Staffing*
* In order to cover the additional hours requested by DLCs, coverage schedule of the current consultants is being juggled in our attempt to provide coverage. However, we are still unable to fulfill all of the requests for additional hours until the new position is hired.
* Adequately covering SLA hours during vacations, sickness (especially during the winter months), and lengthy training sessions are still challenging with the two open positions.
* Hiring temporary contractors to cover for open positions or during staffing shortages proves very difficult. This is due to the additional hiring tasks added and the ramp up time needed for the contractors coming into the MIT environment.
*Tools and Processes*
* We are not taking full advantage of the tools at our disposal (i.e. Bomgar, Altiris, RT, etc)
* Harsh economical times may lead to some decreases in SLA hours from DLCs as they look at their budgets.
*{+}Work to Do Next{+}*
*Staffing*
* We are in the process of hiring the replacement consultant and the additional consultant to cover the additional hours requested.
* The coverage schedule is being juggled in our attempt to provide adequate coverage for all of our SLAs.
*Tools and Processes*
* Two new Mac Server SLAs will be starting in January 2009.
* We will make sure we are using the tools we have in order to work as efficiently and effectively as possible.
* Continue gathering the data and metrics needed to analyze the current staffing and rate models - adjustments will then be proposed and implemented as needed.
Athena Clusters and Laptop Loaner Program
*{+}Accomplishments{+}*
*Staffing*
* Chuck King effectively transitioned to becoming the interim Team Lead of Athena and the Laptop Loaner Program while Brian Murphy is on military leave.
*Client Impact*
* The Athena team was able to complete FY09 Q1 and Q2 departmental billing for Athena hardware and software.
* This quarter the Athena cluster team finished upgrading Athena Cluster computers for FY09.
* We have deactivated over 30 workstations and 30 monitors and its associated hardware.
* The laptop loaner program maintained, imaged and provided laptops to various individuals, seminars, and events.
*Tools and Processes*
* Public and Departmental Athena computer inventory was completed this quarter.
* The Athena team web pages have been updated with current information about how to order a new Athena machine, receive support, or to find out other information about the Athena team.
*{+}Challenges{+}*
*Staffing*
* Personnel changes and staffing backfills within Installation/Spaces has just recently been resolved.
* The team needs to continue working on following up on issues.
*Tools and Processes*
* We need to define the Athena Cluster Team and the services that they provide.
*{+}Work to Do Next{+}*
*Staffing*
- Chuck will work with the returning Brian Murphy on transitioning work and documentation that was completed during Brian's Military absence.
- Identify work and professional development of skills and goals needed for the team to provide and support services used by the Student and MIT community.
- Focus on increasing management, administrative, and technical skills for the team and hoping to achieve these goals with help from the team lead and manager.
- Finish the backfill hiring necessary to bring the team up to full staffing levels.
*New Products and Services*
- Continue to improve the support and management of the printers in the clusters and dorms (toner, paper, break/fix).
- {color:black}There remain several older Quickstation machines in public/private areas to be upgraded they are pending.{color}
*Tools and Processes*
* Continue to work on the internal IS&T Athena Billing process.
- Draft and post revised business rules associated with the Student Loaner Laptop program (i.e. participation requirements, services provided, etc)
|