IT Satisfaction Scorecard

Transcription

1 Successful IT Model Info-Tech has identified the following core services. Understanding and balancing the importance and satisfaction of the following core services is important to meeting the needs of the business. IT Scorecard PREPARED FOR Info-Tech Research Group This report was prepared by Info-Tech Research Group for Info-Tech Research Group on Data is comprised of 41 responses, including responses by: Melissa Lewis, James Lewis, David Brown, Karen Davis, Karen King, Nicole Lewis, Tracy Hall, Mary Green, Mary Davis, Hank Clark, Hank King, Kimberly Thomas, Tracy Green, Jason Miller, James Hall, Kimberly Parker, Eric Brown, Tracy Martin, Karen McCoy, Melissa Martin, Nicole McCoy, Mary Davis, Nicole Jordan, Steven Davis, Eric Lewis, Nicole Hall, Jason Hall, Melissa Davis, James Thomas, Peter King, Mary Hall, Eric Green, Hal Parker, Melissa Jones, Mark Miller and 6 more Completion Rate 51% 40 respondents did not complete the survey, including: Karen Jordan, Karen Rogers, James McCoy, David Parker, Mark Parker, Tracy Wilson, Peter Jordan, Mark Jordan, Eric Rogers, Eric Wilson, Eric Jones, Hal Brown, Karen Miller, Mark Jordan, Melissa McCoy, Hank Rogers, Jason Jones, Mary Jones, Kimberly Wilson, Jason Jones, Mark Miller, Steven King, Eric Martin, David Wilson, Eric Thomas, Melissa Brown, Melissa Green, Melissa Lewis, Mark Martin, James Thomas, Karen Clark, Peter King, Eric Wilson, Jason Clark, Mark Green and 5 more

2 IT Scorecard Overall Metrics Overall and Value are key indicators of the overall impression of the IT department. These metrics let the IT leader determine at a glance if they are meeting the needs of the business. This Year Last Year 71% -- Value This Year Last Year 72% -- Business and Importance for Core Services The core services of IT are important when determining what IT should focus on. The most important services with the lowest satisfaction offer the largest area of improvement for IT to drive business value. Core Service Importance Ranking Last Year Campus Wi-Fi with access, reliability, and speed of Wi-Fi 85% 4 th -- IT Support Breakdown The IT Support Breakdown charts are indicators of the percent of stakeholders that fall into three important categories. Promoters are loyal enthusiast of IT. Neutral stakeholders are satisfied but unenthusiastic about IT. Detractors are unhappy stakeholders who can damage your reputation. Campus Infrastructure with reliable networks, communication, and web portals, excluding Wi- Fi 81% 1 st -- Faculty and Staff Devices with provided desktop, laptop, tablet & mobile devices 76% 8 th -- Net IT Support Score: IT Support Breakdown Detractors (scored 1-6) Courseware and Learning Management Technology with virtual library, lecture capture, etc... 76% 11 th % Neutral (scored 7) IT Policies with policy design and enforcement around security, governance, etc... 74% 13 th -- Classroom Technology with podiums, smart boards, audio, video, etc... 73% 6 th -- Net IT Support Score: Value IT Support Breakdown Supporters (scored 8-10) Data Quality with providing reliable and accurate data 72% 5 th % IT Support Breakdown = Supporters - Detractors with small requests & improvements to existing technology 71% 10 th -- IT Relationship Relationships are a key driver in stakeholder management. It is important that the business feels IT understands their needs and is getting enough communication. Relationship Last Year Needs with IT's understanding of your needs. 69% -- Execution with the way IT executes your requests and meets your needs. 66% -- Communication with IT communication. 70% -- with large department or institution wide initiatives 71% 9 th -- Help Desk with supporting end user issues & problems 67% 2 nd -- Analytical Capability and Reports with effective standard reports, custom reports capability, and the ability to generate business insights 65% 7 th -- Administration Applications with applications used by faculty and staff for running the institution 63% 3 rd -- IT Innovation Leadership with providing opportunities for innovation and innovation leadership to improve the institution 60% 12 th -- 2

3 IT Capacity Scorecard Capacity Metrics Overall Capacity Constraint by Department Different departments have different demands from IT and often tend to be constrained by IT from meeting their goals. Capacity Needs To what extent is your group constrained and prevented from reaching your strategic goals by IT capacity? 80% 73% 70% 70% 50% 43% 30% 20% Overall Dependency "To what extent does your ability to deliver results depend on effective IT services?" Overall Shadow IT "To what extent do you look externally and purchase IT services & applications without corporate IT involvement, due to a lack of internal IT capacity?" Office Administration IT Accounting Accounts Legal Finance Client Care Marketing Showing 8 of 14 departments Capacity with the ability to get IT capacity to complete Capacity Last Year IT Support Breakdown: Support Score Capacity with the ability to get IT capacity to complete Capacity Last Year IT Support Breakdown: Support Score 69% -- 0% Ability to Deliver Effective with completed IT ability to meet your business needs Value Last Year IT Support Breakdown: Value Support Score 67% -- +8% Ability to Deliver Effective with completed IT ability to meet your business needs Value Last Year IT Support Breakdown: Value Support Score 73% % Capacity By Department Below are the most satisfied and least satisfied departments in regards to the capacity they receive from IT to complete small customizations, bug fixes, and feature requests. 40% 53% 60% 65% 90% 90% 100% 100% 76% % Capacity By Department Project capacity satisfaction indicates if departments are provided enough capacity to complete signification IT projects to meet strategic goals. Below are the most and least satisfied departments in regards to project capacity. 90% 90% 90% 90% 40% 60% 63% 63% Office Administration Sales Operations Accounts IT Manufacturing Client Care Legal Consulting Showing 8 of 14 departments (1 department answered N/A) Office Administration Operations IT Sales Operations Manufacturing Design Accounts Accounting Showing 8 of 14 departments (3 departments answered N/A) 3

4 Core Service Overview Service Gap Score The chart below shows a comparison of satisfaction vs. Importance for all core services. Red bars with a negative score indicate an underserved core service. Green bars with a positive score highlight core services that are potentially over-provisioned. Administration Applications Service Gap Score -1% Importance Variation Core Service Variation 6 63% Administration Applications 6 67% Help Desk 4 81% Campus Infrastructure Help Desk Campus Infrastructure Analytical Capability and Reports Data Quality Classroom Technology IT Innovation Leadership Campus Wi-Fi Faculty and Staff Devices 2% 3% 12% 14% 16% 18% 22% 23% 24% 7 65% Analytical Capability and Reports 6 72% Data Quality 7 73% Classroom Technology 9 60% IT Innovation Leadership 8 71% 6 85% Campus Wi-Fi 7 76% Faculty and Staff Devices 8 71% 8 76% Courseware and Learning Management Technology 10 74% IT Policies 26% Courseware and Learning Management Technology IT Policies Score: - Importance 32% 44% Importance Variation by Core Tool Focusing on core services have a high degree of consensus around a high importance score will have a broad impact across the organization. Variation by Core Tool Outlying satisfaction scores can artificially inflate or defalte the average satisfaction score. When this occurs, take a closer look at specific departments that are pulling the score down to isolate the pain point. 4

5 Operations Priorities for IT Info-Tech Research Group Section Responses: 15 Total Survey Responses: 41 Overall Metrics Overall and Value are key indicators of the overall impression of the IT department. These metrics let the IT leader determine at a glance if they are meeting the needs of the business. Department Compared to Organization 67% 4% Department Value Value Compared to Organization 67% 5% Business and Importance for Core Services The core services of IT are important when determining what IT should focus on. The most important services with the lowest satisfaction offer the largest area of improvement for IT to drive business value. Core Service Compared to Org. Importance Ranking Last Year Campus Wi-Fi with access, reliability, and speed of Wi-Fi 80% 5% 6 th -- Faculty and Staff Devices with provided desktop, laptop, tablet & mobile devices 77% 1% 10 th -- IT Capacity and Value Campus Infrastructure with reliable networks, communication, and web portals, excluding Wi-Fi 76% 5% 2 nd -- Capacity Compared to Org. Last Year 66% 3% -- Value Compared to Org. Last Year 70% 3% -- Capacity Compared to Org. Last Year 60% 7% -- Value Compared to Org. Last Year 67% 9% -- Data Quality with providing reliable and accurate data 73% 1% 6 th -- Courseware and Learning Management Technology with virtual library, lecture capture, etc... 73% 3% 5 th -- Classroom Technology with podiums, smart boards, audio, video, etc... 69% 4% 1 st -- Capacity Metrics Department Organization Dependency Capacity Need Shadow IT IT Policies with policy design and enforcement around security, governance, etc... Analytical Capability and Reports with effective standard reports, custom reports capability, and the ability to generate business insights 69% 5% 12 th -- 69% 4% 8 th -- IT Relationship Relationship Compared to Org. Last Year Needs with IT understand your department's needs 67% 2% -- Execution with the way IT executes your requests and meets your needs 65% 1% -- Communication with IT communication 68% 2% -- with small requests & improvements to existing technology 68% 3% 11 th -- with large department or institution wide initiatives 64% 7% 9 th -- Help Desk with supporting end user issues & problems 63% 4% 3 rd -- Administration Applications with applications used by faculty and staff for running the institution IT Innovation Leadership with providing opportunities for innovation and innovation leadership to improve the institution 59% 4% 4 th -- 58% 2% 13 th -- 23

6 Operations Feedback Feedback Provided By: Melissa Lewis - Asst Dean, WCB Grad Programs, Karen Davis - Dean, CSSHE, Karen King - Assoc Dean, CAS, Mary Davis - Director, Graduate Services, Hank King - Dir,Health Svcs Administration, Jason Miller - Dir, Weekend Degree Program, James Hall - Dir, Student-Athl Acad Support, David Brown - Associate Dean, CAS, Kimberly Thomas - Director, Montessori Programs, Hank Clark - Assoc Provost,Academic Affairs, OVERALL Dept. : 67% Dept. Value: 67% "What is your top suggestion for how IT can change or improve to better meet your needs?" Melissa Lewis - The outsourcing of the HELP desk was a step backward. When a call is placed, the help received is minimal at best. When you need someone to come over and fix a problem, they can't come because the HELP desk is located off campus. It is very frustrating in particular with early morning classes on the weekends. Karen Davis - Adapt to usage required by current students. Less labs more cloud Karen King - We're still enormously paper-dependent. For 8 years I've been asking for technology solutions to the multiple paper processes associated with our registrar's office. I've also asked to be allowed to execute (via Banner Self-Service) those changes to student records for which I am the final approver (drops, adds, the list goes on). As it is, I carry a paper form to the registrar's office where we pay someone to enter the changes for which I am the final approver. It's time-consuming, wasteful, and prone to error. I would also like a digital repository for student academic records, tied to the student's Banner ID, so that we don't use time and space to file paper records. Mary Davis - The update of Banner records when students are admitted into graduate or CAPS programs when they already have a Banner record. Hank King - Keep in mind that the university has to be a student-focused enterprise and everything in IT should support that. Jason Miller - More awareness of what the IT department can provide as far as data and reports. James Hall - I would love to see more reporting capabilities based on coding in Banner. From my perspective it seems that all reports need to be "built" when it seems like there should be more of a seamless interface there. This may be a Banner issue:) IT INNOVATION LEADERSHIP Department : 58% Department Rank: 13 th "What is your best idea for how technology can be utilized to innovate, transform and optimize performance?" David Brown - Still have far too many processes that involve lots of paper - for some, it's not at all clear whether Nexus / form manager (available tools) are the best platforms to move those to digital. Can IT offer more expert technical advice on the best tools and best practices from other universities and institutions? Karen King - answered earlier CLASSROOM TECHNOLOGY Department : 69% Department Rank: 1 st "What is the biggest opportunity for IT to better meet your needs through classroom and courseware applications? (Is there a gap in application coverage or a process or an app that isn't effectively meeting your needs?)" Melissa Lewis - Brign back the HELP desk to campus. Karen Davis - More flexible options less fixed assets Hank King - Make sure that all classrooms have identical IT capabilities; some classrooms have re-used equipment and it can be unreliable. I will note that Danny Bellman is a million percent responsive to get everything functioning quickly. Kimberly Thomas - I have found the new classroom systems, the warm up time is too long and if you need to use the white board as well as the IT, you will have to turn it off and then turn in on and late it warm up again. I think the staff supporting the equipment are fantastic. They are both professional and helpful. James Hall - We need to have a retention/faculty feedback program built asap or we are going to need to outsource this. DATA QUALITY, ANALYTICAL CAPABILITY AND REPORTS Department : 71% Department Rank: -- "What is your top suggestion for how your data, reporting and analytics needs could be better met?" Melissa Lewis - Data integrity is still an issue. For example, it would be great it IT would survey every student every year to make sure their Banner data is correct. This never happens and as such the data becomes incorrect. Yet departments still pull information for reports based on the Banner data. And keep in mind that the data isn't just name, gender, race - we are talking school information, work information, etc. David Brown - More staff time allocated to allow quicker responses to requests for specialized reports. Karen Davis - More focus on reporting as needed for daily functions Karen King - We still have academic departments that complain about the ease of getting basic reports and the accuracy of the reports they receive. We also find ourselves needing data (basic program enrollment information for example) that's not immediately available. So I would say that my top suggestion is that we need to assemble a comprehensive list of basic reports that will be made available at appropriate intervals, generate these reports, and show everyone how to find them through reporting services. Hank Clark - Increase the general awareness of what reports are possible and available. It is hard to know what could be improved when I am not clear on what is possible. Jason Miller - An easier/quicker way to make adjustments to existing reports. James Hall - All of the reports that we get are way too detailed which makes them very difficult to interpret. I'm wondering if there is a way for reports to be simplified? 24

7 by Department Consulting Marketing Client Care Legal Manufacturing 100% 100% 90% 90% 80% 60% 80% 90% 60% 80% 80% 60% 100% 60% 100% #1 Campus Infrastructure #1 Help Desk #1 Classroom Technology #1 Faculty and Staff Devices #1 Production Finance Accounting Design Office Administration 80% 77% 75% 75% 70% 45% 90% 67% 73% 40% 85% 50% 60% 30% 60% #1 IT Innovation Leadership #1 Campus Wi-Fi #1 Data Quality #1 Campus Infrastructure #1 Administration Applications IT Operations Sales Operations Accounts 68% 67% 63% 60% 38% 87% 44% 83% 57% 82% 40% 80% #1 Campus Infrastructure #1 Classroom Technology #1 Campus Infrastructure #1 Data Quality 31

8 Help Desk by Department Summary Help Desk (Service Gap Score) The following charts rank departments from underserved to over served for this core service. This chart allows you to see the spread of satisfaction and the Service Gap for each department related to this core service so you can make a informed decision on aligning resources. Department Service Gap Score Rank Design 5 Marketing 1 Consulting 2 Sales Operations 3 Accounting 5 Operations 3 Accounts 11 Service Gap Score - Importance < 0 When importance outweighs satisfaction, departments are being under-serviced. The larger the gap, the greater the difference between satisfaction and importance. Aim to close service gaps to increase the effectiveness in these departments. Service Gap Score - Importance > 0 When satisfaction outweighs importance, departments are satisfied with this specific core service relative to the importance ranking. There may be room to reallocate resources, but be sure to maintain high satisfaction and improve medium to low satisfaction in the long-term. Legal 4 Production 4 Finance 3 Office Administration 2 Client Care 6 # # # Highest Importance Indicates that this core service was ranked between 1st and 4th most important for the department. Medium Importance Indicates that this core service was ranked between 5th and 9th most important for the department. Low Importance Indicates that this core service was ranked between 10th and 13th most important for the department. IT 9 Manufacturing 11 44