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Comment: Corrected links that should have been relative instead of absolute.

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  1. DITR businesses
    1. SLA
    2. Admin Desktop
    3. Admin IT
    4. Athena, including Laptop Loaner Program
  2. PC ServiceHardware and Software Repair
  3. Software Licensing
  4. Training
  5. Mobile Device Services
  6. Academic Software

Tentative Schedule

Checklist of Progress

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  • Charge the same amount for work done by DITR SLA folks and by PC Service, so there's no false incentives to use one over the other.  The difference is not in the work done but in the style of client relationship (SLAs being cozier and closer to the clients' home, PC service being more "auto repair shop" in style"). 
  • Consistent "rules of engagement" memos per line of business, documenting in one sheet what relationship the client has entered in to with us and how to get in touch with precisely the right person to get what they need.
  • Benchmark against industry standards for process performance, rates, etc.  (Can we be more efficient or can we leave a certain process alone since it's doing as well as it can or better than any alternative?)

What Does Success Look Like?

(Added in May 2008)

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When we've done the whole thing for a line of business, say, Hardware Services, what do we have?

  1. dashboard view of investment and ROI per LOB.  One summary for executives, a more detailed picture for the manager of the LOB, SAP being notoriously difficult to understand a business from.  The target process would be a monthly update of the dashboard from Warehouse downloads of DTRs, with post-processing that tags the line items with their role in the business model.
  2. reliable connection between finances and operations.  Operationally this means we can tie back the work event such as a hardware repair with the financial transaction that accounts for it.  There is a common key that links the two systems (RT and SAP) so that we can reconcile the work done and the money paid for it.
  3. documented understanding of significant work stages including process steps and financial impact.  Understand the unit cost of work done.  Also understand the duration of specific stages and the value added.
  4. team leader involvement in further process mapping and business process development, beginning with a feedback / response cycle from this first round of candidate improvements identified by us.


 Goals