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It’s About Time: Quality in Information Technology Services

It’s About Time: Quality in Information Technology Services. Christopher S. Peebles Associate Vice President & Dean for Information Technology Indiana University. Paper Presented at the Shanghai Quality Control Association and the China-America Networking Symposium Shanghai, CHINA

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It’s About Time: Quality in Information Technology Services

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  1. It’s About Time: Quality in Information Technology Services Christopher S. Peebles Associate Vice President & Dean for Information Technology Indiana University Paper Presented at the Shanghai Quality Control Association and the China-America Networking Symposium Shanghai, CHINA August 2002

  2. 现在是时候了: 电脑信息技术的质量 Christopher S. Peebles 印第安那大学 副校长和电脑资讯技术系系主任 Paper Presented at the Shanghai Quality Control Association and the China-America Networking Symposium Shanghai, CHINA August 2002

  3. The IT Paradox: Where is the Value? I. • Computers are not as easy to use as telephones, toasters, or televisions • Neither hardware nor software approaches “ Six Sigma” quality. • The Internet, Intranets, and especially Local Area Networks are not as reliable as the telephone system. • The failure rate of desktop and laptop computers from the most reliable manufacturers can exceed 30 percent per year (Ed Kolinka, Quality International Limited).

  4. 这个IT的荒谬理论: 价值在何处? I. • 计算机 没有电话，烤面包机，或电视容易用 • 既非硬件也非软件能接近 “ 六个事业战略” 优质. • 这国际网路，内部网路，和尤其本地网路远不及电话系统可靠 • 每一年从最可靠的制造厂出厂的书桌型和膝盖型电脑 能达到超过百分之30的失败率 (Ed Kolinka, Quality International Limited).

  5. The IT Paradox: Where is the Value? II. • The probability that most major software packages -- word processors, spreadsheets, databases -- will do something unexpected and perhaps destructive each day is close to 100 percent. • The investment of time and effort required to master most major software packages can be in excess of the value they add to any task. • In summary, Information Technology has the power to destroy rather than add value.

  6. 这个IT的荒谬理论: 价值在何处? II. • 每一天最主要软件 -- 文字处理，数据处理，资料库 -- 这失败的概率或破坏性几乎达到百分之百。 • 要学会这些主要的电脑软件，所需要的时间和精力，几乎超过他们所带来的价值。 • 总而言之, 电脑资讯技术带来的负面价值超过正面价值。

  7. The IT Paradox: Where is the Value? III. • IT and Value Creation • It’s all about time: powers of automation and augmentation • IT and Value Destruction • It’s all about time: wasted time due to poor operating systems, poorly crafted applications, and mysterious, opaque user interfaces • IT and Value Protection • It’s all about time: time spent in support and education

  8. 这个IT的荒谬理论: 价值在何处? III. • 信息科学创造价值 现在是时候了 : 自动化及加强措施带来力量 • 信息科学摧毁价值 现在是时候了 : 浪费的时间是因为劣质操作命令系统，劣质技术工人及应用软体，神秘，不流畅的用户沟通 • 信息科学保护价值 现在是时候了 : 加强支援系统和教育

  9. Delivery of Quality and Value in IT Services: Critical Dimensions • Vendor selection and management of variety in hardware and software • User (customer) education • Multidimensional support services • Measurement of customer perceptions of quality for these three (and all other areas) of IT services. • Measurement of “value added” by IT to the enterprise

  10. 增加信息科学的质量和价值: 关键的措施 • 电脑硬件软件的厂商选择和管理 • 教育用户 • 多方面地提供协助服务 • 测量用户对信息科学质量的理解 • 测量信息科学对整个企业所增加的价值

  11. Information Technology and IT Support at Indiana University

  12. 印第安那大学的信息科学及支援设施

  13. IU in Outline • Founded in 1820 • $2B Annual Budget • 8 campuses • >90,000 students • 3,900 faculty • 878 degree programs; >1,000 majors; > 60 programs ranked within top 20 of their type nationally • University highly regarded as research and teaching institution

  14. IU的概述 • 1820年成立 • 年预算20乙 • 8个校园 • 九万多位学生 • 3,900位教授及行政管理人员 • 878 不同的学位; 一千多种主修课； 六十多种课程在全国排前二十名 • 有名气的教学及研究机构

  15. Indiana University-Bloomington in Outline • Original campus of Indiana University • A research campus with the full range of graduate and undergraduate programs in the arts, sciences, and professions. • Prototypical “Big10” residential campus • $795M Annual Budget • 36,000 students • 1,600 faculty; 4,900 appointed staff

  16. 印第安那大学-Bloomington 的概述 • 印第安那大学最早期的校园 • 具全艺术，科学，和专业等研究院及大学部的课程 • 具备 “Big10” 原型的居住大学生活 • 年度预算七乙九千五百万 • 三万六千名学生 • 一千六百位教授; 四千九百位任用人员

  17. IT at IU in Outline • Academic programs in IT through computer science, library and information sciences, engineering and technology, and most notably through new School of Informatics • CIO: Vice President Michael A. McRobbie • ~$70M annual budget • Technology services offered university-wide • UITS comprises ~500 FTE staff, organized into crosscutting units (e.g. finance and HR) and four technology divisions (Teaching & Learning Information Technology,Telecommunications, University Information Systems, Research and Academic Computing)

  18. IT 在 IU 概述 • 学术程序在IT遍及电脑科学，图书馆和信息科学, 工程和技术，尤其是新近成立的信息科学学校 • 信息科学负责人: 副董事长Michael A. McRobbie • 7千万左右年度预算 • 服务整个大学 • UITS包括500位全职人员, 分布在不同的部门，(例如 财政及人事部)和四个技术部门(教学和学习信息科学，电讯, 大学信息科学, 研究及学术计算技术)

  19. University Information Technology ServicesIndiana University • Telecommunications • Internet, Intranet, Voice, Video, Data, National and International Network Management (TransPAC, Internet2, STARTAP …) • Research and Academic Computing • High Performance Computing; High Performance Storage Systems • Scientific Applications • University Information Systems • University Business Processes • Teaching and Learning Information Technology • Student Computing; Classroom Technology; Course Development • General IT Support

  20. 印第安那大学的信息科学部门 • 电讯 • 国际互连网, 公司内部连网, 声音, 录象带, 数据处理, 国内及国际网路管理(TransPAC, Internet2, STARTAP …) • 研究及学术计算技术 • 高性能计算技术; 高性能存储系统，科学研究应用 • 大学信息科学 • 处理大学经营管理 • 教学和学习信息科学 • 学生计算技术; 课堂学习技术; 课程研制发展 • 一般信息科学支援设施

  21. Measures of Performance and Success • Do not have measures like EVA and “profit” as a measure for the success of university IT organizations • Must draw exemplars from business and benchmarks from wherever they are available • Organization performance: IBM “Adaptive Organization” and “Customer Relationship Management” • Measurement: “The Balanced Scorecard” and “ Counting What Counts”

  22. 性能及成功的测量方法 • 不要用EVA和“利润”作为大学 IT 部门成功的测量标准 • 从可供使用事务和水准以例说明 • 组织性能:IBM “适应机构” and “顾客关系管理” • 测量方法: “平衡得分卡” 和 “ 只算实际有效的”

  23. Performance Measures for All Organizations, Including University IT Organizations • Robert Kaplan and David Norton. The Balanced Scorecard. HBS Press, Boston, MA, 1996. • Four dimensions of retrospective and prospective measures • Financial perspective: deployment (and growth) of revenue, ABC against internal (historical) and external benchmarks • Customer perspective: customer satisfaction measures, number of partnerships with faculty in teaching and research, support of university business processes, support of library processes • Internal perspective: process measures, classic IT measures of availability, cost-of-poor-quality, speed and depth of development cycles • Learning perspective: employee satisfaction, employee development (MSCE, CCNE, etc.), personal alignment of employee goals with position

  24. 所有组织的性能及成功的测量方法, 包括大学的信息科学部门 • Robert Kaplan and David Norton. The Balanced Scorecard. HBS Press, Boston, MA, 1996. • 回顾和预期的四角 • 从财政状况来看: 利润收益支出的成长, 和内部(历史性)及外部水准来比较 • 从顾客关系来看: 顾客满意程度, 有几个教学及研究伙伴, 大学经营管理支援系统, 图书馆管理支援设施 • 从内部来看: 过程测量, 传统IT实用性测量, 劣质带来昂贵耗费, 开发周期的速度和深度 • 从学习的观点来看 : 员工的满意度, 员工的开发 (MSCE, CCNE, etc.), 员工个人设定的目标与实力地位

  25. University Information Technology Services Performance Measures • Organized on the Basis of Teams and Services • Teams Responsible for the Cost and Quality of their Services • Investment in renewal of intellectual capital and skills • Process mapping • Activity Based Costing of all Services • Regular measurement of customer satisfaction (some yearly, others daily)

  26. 大学信息科学部门成功的测量方法 • 以团队和服务来分别 • 负责服务成本和质量的队伍 • -投资于更新智慧财产和技术 • -过程图 • -以服务成本为主的活动 • -固定的顾客满意程度的测量 (年度制, 或每日)

  27. Activities Based Cost and Management

  28. 活动为主的成本和管理

  29. Customer Surveys I • Yearly Survey of All Services • Independent Survey Research Center; 2000 faculty, staff, students on the Bloomington Campus; 51 percent return of questionnaire. • Demographic data: computer ownership, level of expertise, etc. • Proportion who use each service. • Each service rated 1=“not at all satisfied”; 5=“very satisfied” • Space for written comments.

  30. 顾客问卷调查 I • 年度的服务问卷调查 • -独力的调查研究中心; 2000 教授, 员工, 在 Bloomington 校园的学生; 收回百分之51的问卷. • -区域性的资料: 多少人有电脑, 专精的程度, 等等. • 多少人用每一个服务. • -服务的分数 1=“不满意”; 5=“很满意” • -留空间写评语.

  31. Customer Surveys II • Daily Survey of Support Center Customers • Sample is 45 randomly selected users. • Three questions -- to be answered “Yes” or “No.” • 1) Did you receive an answer to your question or a solution to your problem? • 2) Did you receive this answer or solution in a timely manner? (Customer defines “timely.) • 3) Were you treated with courtesy and respect?

  32. 顾客问卷调查 II • 顾客中心的每日调查 • 随机化选45个顾客. • 三个可以回答 “是” 或 “不是” 的问题 • 1) 你的问题得到答案，和问题得到解决吗? • 2) 等待时间久吗? (顾客写下 “时间.) • 3) 他们对你客气吗?

  33. User demographics: ownership

  34. 用户地区 : 所有权

  35. User demographics: time spent using computer per week

  36. 用户地区 : 每星期二用在电脑上的时间

  37. Management of Variation: Software Site Licenses, Bloomington Campus, 2000 Quality and Cost Measures • License agreements with Microsoft, Corel, SPSS, Symantec, Oracle, AutoDesk, Sun, IBM, etc. for operating systems, personal productivity applications, database, and statistical analysis applications, security systems, and graphical software, etc. • Cost: $2,182,274. Unit cost per application suite: $20.72. • User base: 43,000 students, faculty, staff. Percent use: 98 percent. • Satisfaction score: 4.3/5.0 Percent satisfied: 95.2 percent.

  38. 变化管理 : 软体使用执照协议, Bloomington校园, 2000 质量和成本测量 • 和 Microsoft, Corel, SPSS, Symantec, Oracle, AutoDesk, Sun, IBM等应用系统，资料库，安全系统，图形，统计和分析等软体有使用执照协议。 -成本: 2,182,274美元.应用系统的单价是20.72美元. -用户: 43,000 学生, 教授, 员工. 百分之98使用率 -满意程度: 4.3/5.0 满意百分比: 95.2 • .

  39. Education Program Quality and Cost Measures 2000 • Education Certification classes (1 week long) in operating systems configuration and maintenance during 2000. • Cost: $64,000. 500 students. Unit cost: $128.00/student. • Satisfaction score: 4.27/5.0 Percent satisfied: 95 percent • Application-specific classes (90 minutes - 3 hours in length) during 2000. • Cost: $443,000. 17,600 students. Unit cost: $25.00/student • Satisfaction score: 4.1/5.0 Percent satisfied: 95 percent.

  40. 2000年教育编写程序质量和成本测量 • 2000年教育证书课 (1 周) 集中于操作数据命令系统结构和维修. • 成本: $64,000. 500 学生. 单位成本: $128.00/一个学生. • 满意得分: 4.27/5.0 满意百分比: 百分之95 • 2000年应用课(90分钟 - 3小时长). • 成本: $443,000. 17,600 学生.单位成本 : $25.00/ 一个学生 • 满意得分 : 4.1/5.0 满意百分比 : 百分之95.

  41. Support for IT Services • General Support Center • Knowledge Base • Telephone, E-Mail, Walk-in • Specialized Support • Statistics and Mathematics • Advanced Visualization • Unix • Database • Humanities • Teaching and Learning • Distributed Support • Local Support Providers

  42. IT 服务的支援设施 • 一般支援设施中心 知识作为基础 电话，电子邮件，无预约 • 专门技能支援设施 统计和数学 进一步的识别 Unix 数据库 人文主义 教学及学习 • 分布式支援设施 提供支援本地性

  43. General Support Quality and Cost Measures 2000 • KnowledgeBase • Cost: $493,000 6,050,000 page accesses Unit cost: $0.08/access • Satisfaction score: 3.81/5.0 Percent satisfied: 94 percent • Telephone Support • Cost: $502,000 71,000 calls answered Unit cost: $7.00/call • Satisfaction score: 3.95/5.0 Percent satisfied: 90 percent • Walk-in Support • Cost: $221,000 60,000 customers served Unit cost: $3.69/contact • Satisfaction score: 4.09/5.0 Percent satisfied: 96 percent

  44. 2000年一般地支援设施质量和成本测量 • 知识库 • 成本: $493,000 存取6,050,000 页单位成本: $0.08/存取 • 满意得分 : 3.81/5.0 满意百分比: 百分之 94 • -电话提供支援 • 成本 : $502,000 回答71,000 呼叫单位成本 : $7.00/呼叫 • 满意得分 : 3.95/5.0 满意百分比: 百分之 90 • -提供支援给没有预约的 • 成本 : $221,000 60,000 customers served Unit cost: $3.69/contact • 满意得分 : 4.09/5.0 满意百分比: 百分之 96

  45. General Support Quality and Cost Measures Daily Support Center Survey Results 2000 • Aggregate proportions of daily survey results for 2000 • 1) “Yes” Got a solution or answer 92.7 percent • 2) “Yes” Got it in a timely manner 94.6 percent • 3) “Yes” Treated with courtesy and respect 99.5 percent

  46. 2000年一般地支援设施质量和成本测量每日提供支援中心调查结果2000年一般地支援设施质量和成本测量每日提供支援中心调查结果 • 2000年每日测量结果的整个比例 proportions of daily survey results for 1) “是的” 有结果或答案是百分之92.7 2) “是的” 很短的时间回答是百分之94.6 3) “是的” 态度很好是百分之99.5

  47. Selected Specialized Support Quality and Cost Measures 2000 • Statistics and Mathematics Consulting • Cost: $115,000 3,000 contacts Unit cost: $38.00/contact • Satisfaction score: 3.87/5.0 Percent satisfied: 86 percent • Unix Consulting Support • Cost: $411,000 4,000 contacts Unit cost: $103.00 contact • Satisfaction score: 4.49/5.0 Percent satisfied: 99 percent • Library and Electronic Text Support (Humanities Computing) • Cost: $22,000 1,000 contacts Unit costs: $22.00/contact • Cost: $71,500 1.7M electronic text accesses Unit costs: $0.04/access • Satisfaction score: 4.12/5.0 Percent satisfied: 100 percent • Teaching and Learning Technology Support • Cost: $663,000 280 projects Unit costs: $2,369.00/project • Satisfaction score: 4.28/5.0 Percent satisfied: 97 percent

  48. 2000年选择性专门的支援设施质量和成本测量 • 统计和数学顾问谘询 • 成本: $115,000 3,000 谘询单位成本: $38.00/谘询 • 满意得分: 3.87/5.0 满意百分比: 百分之 86 • Unix 顾问支援 • 成本: $411,000 4,000 谘询单位成本: $103.00 服务 • 满意得分: 4.49/5.0 满意百分比: 百分之 99 • 图书馆和电子原文提供支援 (人道主义计算技术) • 成本: $22,000 1,000 谘询单位成本: $22.00/服务 • 成本: $71,500 1.7百万电子原文存取 单位成本: $0.04/存取 • 满意得分: 4.12/5.0 满意百分比: 百分之 100 • 教学和学习技术支援设施 • 成本: $663,000 280 项目单位成本: $2,369.00/项目 • 满意得分: 4.28/5.0 满意百分比: 百分之 97

  49. Some Key Results: Overall Satisfaction With IT Services on the Bloomington Campus

  50. 一些关键结果: 对Bloomington校园的IT 全面满意的程度

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