IT operations inside departments or on campuses . Most organizations would be better served by letting go of all their existing desktop management models and reinventing a new one . Virtualization in IT ( IUanyWare ) was massively and easily adopted by users .
Partner Early and Often Client Support is not overhead ; proactive support is best . Partner early and often to save time . In order to provide a solid support model for the virtualized desktop of IUanyWare , it is critical that we ask our teams to work collaboratively in advance of the service rollout . O ’ Bryan posited that a support model will mature across time , so it ’ s essential to establish anticipated issues , handling processes , and systemic meetings to review progress . early in the development . This would take time for both the IUanyWare and Support Center teams . In the long run , this upfront investment saves time for all concerned .
Perfection doesn ’ t come on the first try , or even in the first month . Continuous process improvement by mutual , constructive review is needed . A support staff of over 60 full-time and 80 parttime employees will make mistakes . On a contact volume of 800K + annually , an error percentage of 1 to 2 percent is outstanding . Initial documentation can be led by Client Support , but must involve an engaged and accountable member of the IUanyWare team . Planning is everything for a successful , useful rollout . Collaboration is the only way for UITS and others to be successful as IT service providers .
Client Services found that time and resources don ’ t always exist with large , innovative , disruptive projects . During Phase I of the IUanyWare project , Client Services designed , built , and delivered an enterprise-class , server-hosted virtual desktop environment . It was a large collaborative effort involving the vendor , UITS engineers , and local IT professionals ( IT pros ). The scope of the engagement included well over 75 departments , each with its own approach to managing devices and delivering applications . The focus concentrated primarily on the localized IT pro handling support , which we learned was a model that had some significant shortcomings from the lens of the enterprise .
Phase II involved a massive use case : delivering a mobile computing lab for 100,000 students . This mobile computing lab provides student access to a vast software library , with integrated printing and file storage from any device ( iOS , Android , PC , Macintosh , or Linux environment ). We learned powerful lessons around collaboration with this project — especially the advantages of a model that not only included the IT Pros but also support , infrastructure , and communications groups . Both Client Services and- Client Support were right — and wrong . It was continuous collaboration with open , frank , and sometimes difficult conversation that enabled the IUanyWare service to succeed .
Personnel Management Schau says the view in Client Services in the past was that innovation , expertise , and technical talent at the top five percent of a working team was worth everything . UITS recognized that human capital is the most important asset that we have . This is reflected both in the budget ( percent salaries ) and in the worldclass training ( i . e ., Management of Risk or MOR ) that we give our staff .
Much of the traditional thinking in Client Services lingers today . “ We recognize the vast range of job types in our organization ,” says Schau . For example , staff who provide customer support need a vastly different skill set than developers . Resolving customer problems requires precise answers delivered with finesse and sensitivity to customers , who may be very agitated by their technical issues . Developers , on the other hand , need deep technical skills and often work in solitude for long blocks of time . Vast em- ployee cultural diversity is one of our key strengths . Fitting these pieces together in an orchestrated and harmonious way is always challenging . UITS needs all employee types , with a vast range of social styles and cultural backgrounds . Our managers and directors work very hard to recruit , retain , and advance our staff ’ s careers . These are some of the most satisfying aspects of our jobs .”
O ’ Bryan suggests that “ at UITS we have incredibly talented staff who are dedicated to their roles . But operational excellence is as important as creativity and innovation . UITS cannot be successful if we all just do our own thing and fail to work together . No one is above cultural values of respectful behavior and integrity that we , the leadership of UITS , expect from all 900 staff in our IT shop .
“ No one — no matter how gifted , revolutionary , or hard working — can ignore the need for teamwork in an enterprisewide service rollout . That means respecting others ’ expertise by showing up , being responsive , embracing collaborative work , and following leadership guidance . It also means recognizing the competencies of other teams and finding ways to play to everyone ’ s strengths . Fantastic engineering talent must recognize the need for fantastic support and communications . We ’ re both sides of the same cultural coin . None of us can go it alone , and we should all be held accountable to the organization ’ s proven core values .”
The truth is inevitably in the middle ... in that very messy area filled with ambiguity that only fully informs leadership when we actively practice open conversation based on a shared belief that mutual respect , diversity of perspective , and underlying foundational recognition make us strong . The fact is , our ability to debate , discuss , and sort through these issues has changed Client Services ’ perspective substantially from the original stance explained here .
Client Services says now : Regarding support , proactive support is essential .
22 Winter 2017 ACUTA Journal