Case Study: Marsh and McLennan Wins Big in ITSM by Playing a Team Game

Case Study: Marsh and McLennan
Wins Big in ITSM by Playing a
Team Game
Colin Fowler
Marsh & McLennan Companies
Service Management
DO5T20S
DevOps: Agile Ops

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Abstract
Many IT service management (ITSM) organizations focus on
individuals owning and resolving incidents and problems.
Recent CA Technologies research points to a team approach to
ITSM becoming more mainstream. Hear about these findings,
and Marsh and McLennan present their successful team
approach to problem management. This session will likely get
you considering a similar approach in your ITSM organization.
Colin
Fowler
Marsh & McLennan
Companies
Global Head of
Incident Management
and Problem
Management

This strategic pivot was
achieved through a set
of specific actions.
Problem Management
is a team sport, not an
individual pursuit.
MMC was able to drive
significant value to the
organization through a
transformation of the
team’s core function
and competency within
the organization.
Session at a Glance

Agenda
INTRODUCTION TO MMC PROBLEM MANAGEMENT
MMC PROBLEM MANAGEMENT “BEFORE”
LESSONS LEARNED
HOW MMC PROBLEM MANAGEMENT TRANSFORMED
MMC PROBLEM MANAGEMENT “AFTER”
“AFTER” BEAN COUNTING
1
2
3
4
5
6

Background on Marsh & McLennan
Companies

 Marsh & McLennan Companies is a professional services firm like no other —
a global network of 58,000 experts in risk, strategy, and people, united by an
unusually collaborative culture that transcends business units and borders.
 MMC is comprised of four main Operating Companies:
– Marsh: Insurance brokerage and risk management
– Mercer: Talent, health, retirement, and investment consulting
– Guy Carpenter: Risk and reinsurance intermediary services
– Oliver Wyman: Management, economic, and brand strategy consulting
Marsh & McLennan Companies (MMC)
Background

MMC Global Technology Infrastructure (MGTI)
Introduction
MGTI’s team of 1,200 IT professionals delivers a full range of
technology support and services to colleagues at MMC , as well as
external clients and business partners.
This support includes hosting, help desk support, management of
six geographically dispersed world-class data centers, local and
wide area networks, Internet connectivity, email, and telephony.
Problem Management operates within MGTI’s Service
Management tower.

Introduction to Problem Management

According to ITIL
Definition: Problem Management
Problem Management is the process that facilitates investigation into
unknown, underlying root causes of one or more incidents and
determines corrective actions to avoid recurrence.

INCIDENT MANAGEMENT PROBLEM MANAGEMENT
According to ITIL
Incident Management vs. Problem Management
Fire-Fighter Arson Investigator

MMC Problem Management
Before

Problem Management
“Before”
Confusion about the role of Problem Management.

Problem Management
“Before”
Us vs. Them relationship – Problem Management assigned a Problem
Record, Resolver Groups returned with root cause.

Problem Management
“Before”
Month Resolved Problems
January 24
February 11
March 20
April 16
May 11
June 9
July 15
August 20
September 25
October 15
November 19
December (MTD) 1
Total Resolved Problems, YTD 186
 “Bean Counting”
 ITIL-Standard reports and KPIs
 Not truly KPIs
ITIL is a registered trademark of AXELOS Ltd.
Top CI YTD
12
month
average
Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
%
Change
SHARED FOLDER ACCESS 509 0 0 0 0 1 35 807 660 707 572 482 809 59%
DISTRIBUTION LIST 439 569 434 520 501 342 427 344 377 447 287 342 675 54%
VOICEMAIL 676 575 540 554 658 614 759 755 709 749 647 639 915 35%
MICROSOFT OFFICE COMMUNICATOR 2007 492 346 433 413 421 416 523 634 489 594 633 378 622 26%
Resolved By July August September Total
MGTI 30 32 38 100
OpCo 35 28 20 83
Vendor 32 43 26 101

How MMC Problem Management
Transformed

Strategic Pivot
COUNTING BEANS
GETTING RESULTS

Aspects of Pivot
 Form a practice spanning the organization
 Partner with relevant groups for greater accountability
 Market Problem Management; support the effort with
education and communication
 Change the perception of what a Problem really is

Practice and Partnership
 Practice
– All groups participate in the Problem Management Practice and make
it part of their team
 Partnership
– Partnerships are created within the Practice
– Look for service improvement opportunities
– Assist with cross-functional Problems (storage and server)
– Identify repeating issues, and work to eliminate
– Identify avoidable issues, and work to correct

Leadership Engagement
Weekly Executive Reports

Leadership Engagement
Quarterly Service Reviews
NOTE: Proprietary Application Names Have Been Redacted

Problem Management Education
Problem Management Training

RCA Report Training

Problem Management: Quick Reference Guide

Template Emails to Resolver Groups

Problem Management Perception
Shifting Perceptions Through Analysis
 The simple number of tickets does not tell the story.
 The Problem Management team started using incident ratios
to show how many tickets a service generates relative to its
installed base.
MGTI Service
Avg. Incidents
Per User
Per Month
Q1 Average
Monthly Volume
User
Base
Service 1 .071 2,916 40,849
Service 2 .067 1,507 22,393
Application 1 .048 3,163 65,318
Service 3 .032 2,082 65,318
Application 2 .023 1,486 65,318

MMC Problem Management Perception
Repeat Offenders, Avoidable, Vendor Insights
“Avoidable” IncidentsRepeat Offenders
Classification Q4 2014 Q1 2015 Q2 2015
Change 1 0 1
Configuration 0 1 0
Human Error 4 2 0
Legacy Hardware 5 3 0
Process Failure 1 1 1
Configuration Item Incidents
App A1 3
Shared Printing Services 3
ABC123XYZ 2
Vendor Type April May June Total
Power 11 11 7 29
Third-party hardware 0 1 0 1
Facilities 0 1 0 1
Total Sev1 11 13 7 31
Locations (Repeaters) Power
LA, Location A 5
NA, USA, Location B 2
Facilities Vendor Issues

After

Team-Building: Relationship Transformation
Problem Management
Chases Teams
Teams Come to
Problem Management
Us vs. Them Collaborative
Problem Management “Owns”
Tickets
Resolver Groups
Accept Responsibility
Open Dialogue on All Issues
Utilize Tribal Knowledge to
Understand Bigger Picture
Focused on Severity-1 Incidents
Narrow Focus on Immediate
Resolution

Partnerships and Accountability
Problem Boards
• Periodic Problem Reviews with
individual Resolver Group towers
• Accountability and Rule Enforcement
• Tailor them to smaller groups to
encourage open dialogue
• Helps build trust with partners

Partnerships And Accountability
Problem Boards
• Tailored individual
resolver groups
• Agenda provided
ahead of the meeting
• Follow up with notes,
including attendees
(and who DID NOT
attend)
• Discuss issues that
need Problem
Management’s
involvement

Inputs and Outputs
PROBLEM MANAGEMENT INPUTS PROBLEM MANAGEMENT OUTPUTS
• Severity-1 Incident
• Escalation from MGTI or an Operating
Company
• Discussion at Problem Board
• Report Review
• Trend Analysis
• Partnership Meeting
• Problem Investigation
• Avoidable and Repeat Offender
Identification and Review
• Root Cause Analysis (RCA) Document
• Service Improvement Plan (SIP)
• Trend Report
• Partner Engagement

Partnerships and Accountability
Benefits of Problem Boards
0
10
20
30
Open 30 + Days
Open 15 + to 30 Days
Open 7 + to 15
Open under 7 Days
0
10
20
30
Updated 30 + Days
Updated 15 + to 30
Days
Updated 7 + to 15
Worked 30 + Days
Worked 15 + to 30 Days
Worked 7 + to 15
Worked under 7 Days
After Problem Boards
Three Months Later
Before Problem Boards
Problem Records are worked more diligently since Problem Boards
were established.

Partnerships And Accountability
Partnership With Service Desk
 Understand Service Desk impact
 Open discussion about ticket drivers
 Brainstorming on service improvement opportunities
 Allows for ongoing data quality checks NOTE: Proprietary Application Names Have Been Redacted

After Bean Counting

Data Analysis
More Actionable Reporting
From Box Score… …To Game Plan!

 Noticed a trend of Severity-1 Incidents related to
decommissioning in Q3 2014.
 Engaged relevant teams
 Agreed on process changes
 Result:
Data Analysis
Service Improvement: Server Decommissioning
Classification Q3 2014 Q4 2014 Q1 2015
Decommissioning Errors 7 1 0

Data Analysis
Service Improvement: Outlook
 Top volume driver
 Multiple trends
found, each with a
corrective action
 Able to reduce
monthly ticket
volume by 35%

Data Analysis
Incident Ratios
MGTI Service
Avg. Incidents
Per User
Per Month
Q1 Average
Monthly Volume
User
Base
VPN .071 2,916 40,849
Blackberry Device .067 1,507 22,393
Outlook .048 3,163 65,318
Printer .032 2,082 65,318
Active Directory .023 1,486 65,318
Top CI YTD
12
month
average
Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
%
Change
SHARED FOLDER ACCESS 509 0 0 0 0 1 35 807 660 707 572 482 809 59%
DISTRIBUTION LIST 439 569 434 520 501 342 427 344 377 447 287 342 675 54%
VOICEMAIL 676 575 540 554 658 614 759 755 709 749 647 639 915 35%
MICROSOFT OFFICE COMMUNICATOR 2007 492 346 433 413 421 416 523 634 489 594 633 378 622 26%

Data Analysis
Numbers Plus Analysis
Region Americas
Country (All)
Location (All)
Group (All) Double Click numbers in the blue shaded field to view incident detail.
Count of Incident # Timeframe
City Last 7 Days Previous 7 Weeks 8 Week Total % Increase
Toronto 272 1456 1728 31%
Bogota 200 976 1176 43%
Lima 202 886 1088 60%
Montreal 84 375 459 57%
Morristown 57 304 361 31%
Birmingham 91 262 353 143%
Medellin 57 273 330 46%
Richmond 63 245 308 80%
Cali 45 249 294 27%
Portland 41 196 237 46%
Rio de Janeiro 42 164 206 79%
Calgary 24 126 150 33%
Miami 20 96 116 46%
Ottawa 17 80 97 49%
Baltimore 15 73 88 44%
Burlington 12 61 73 38%
Nashville 13 58 71 57%
Halifax 12 57 69 47%
Belo Horizonte 11 57 68 35%
Raleigh 12 47 59 79%
Winnipeg 10 47 57 49%
Grand Rapids 15 41 56 156%
Dearborn 8 41 49 37%
Campinas 9 40 49 58%
Honolulu 8 40 48 40%
Barranquilla 8 40 48 40%
Boise 8 34 42 65%
Fort Lauderdale 6 28 34 50%
Ciudad Juarez 8 24 32 133%
Tijuana 6 19 25 121%
Bucaramanga 5 19 24 84%
Leon 5 13 18 169%
Naples 5 10 15 250%
Location Incident Frequency - Last 8 Weeks
LOCATION
NUMBER OF TICKETS LAST
WEEK
TICKET UPTICK COMMENTS
Grand Rapids, MI 15 156%
One colleague responsible for 5 of the 15 tickets. Does not appear to be
indicative of a performance issue
Ciudad Juarez, Mexico 8 133%
Mostly BAU – 2 issues with Adobe Acrobat Reader that may need to be
looked into
Rio de Janiero, Brazil 42 79%
Main drivers are Blackberry, Application X, VPN, and AD accounts –
totaling 18 of the 42. Not indicative of a larger issue.
Lima, Peru 202 60%
Application Y was responsible for 73 of these tickets. Deeper investigation
is needed.
Nashville, TN 13 57% BAU requests not indicative of a larger issue.

Data Analysis
Trend Analysis: Software Push vs. SEV1 Impact
Software
Update
Sev-1
Incident
Sev-1
Incident
Software
Update
Software
Update
Sev-1
Incident
Software
Update
 Trend analysis finding of great impact from software pushes vs. SEV1 incidents
lead to the initiation of a Colleague Experience Service Improvement Plan.

Lessons Learned

Problem Management
Lessons Learned
 Problem Management plays a vital role in IT – when done
correctly, it adds significant value
 Buy-in from senior leadership is critical
 Act like a partner, not an adversary
 Provide deeper analysis rather than simply “bean counting”
– Numbers alone may not tell the true story of your environment
 Most importantly…

Problem Management
Think Outside the Book!
Don’t just pick up the ITIL
book and think you are
doing Problem
Management, because
you are not.
ITIL is a registered trademark of AXELOS Ltd.

Q & A

Recommended Sessions
SESSION # TITLE DATE/TIME
DO5X167S
Spectrum Health Delivers a Superior Consumer
Experience to its IT Users With Service Catalog
11/19/2015 at 3:00 pm
Breakers L
DO5T32T Knowledge Management of the Future for ITSM
11/19/2015 at 3:00 pm
Theater 5 (show room floor –
Tech Talk booth)
DO5T06S Vision and Roadmap: CA IT Service Management
11/19/2015 at 3:45 pm
Theater 5 (show room floor)

Must-See Demos
ITSM Designed
for Humans
CA Service
Management
Theater 5
Let Analysts
Help People
CA Service Desk
Manager
Theater 5
Make IT Simple
with ITSM
CA Service Catalog &
Unified Self-service
Theater 5
Dashboards for
Better ITSM
Xtraction for CA
Service Management
Theater 5

Follow Conversations at…
Smart Bar
CA Service
Management
Theater 5
Tech Talks
Knowledge
Management of
the Future
Theater 5
DO5T32T 3:00 PM (Thurs)

For More Information
To learn more, please visit:
http://cainc.to/Nv2VOe
CA World ’15

Case Study: Marsh and McLennan Wins Big in ITSM by Playing a Team Game

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