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

1. 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

2. 2 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD © 2015 CA. All rights reserved. All trademarks referenced herein belong to their respective companies. The content provided in this CA World 2015 presentation is intended for informational purposes only and does not form any type of warranty. The information provided by a CA partner and/or CA customer has not been reviewed for accuracy by CA. For Informational Purposes Only Terms of this Presentation

3. 3 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD 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

4. 4 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD 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

5. 5 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD 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

7. 7 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD  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

8. 8 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD 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.

10. 10 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD 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.

15. 15 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD 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

18. 18 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD MMC Problem Management 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

19. 19 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD MMC Problem Management 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

26. 26 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD 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

27. 27 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD 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

29. 29 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD 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

30. 30 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD 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

31. 31 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD 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

32. 32 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD MMC Problem Management 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

33. 33 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD 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.

34. 34 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD 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

37. 37 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD  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

38. 38 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Data Analysis Service Improvement: Outlook  Top volume driver  Multiple trends found, each with a corrective action  Able to reduce monthly ticket volume by 35%

39. 39 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD 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%

40. 40 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD 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.

41. 41 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD 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.

43. 43 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD 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…

44. 44 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD 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.

46. 46 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD 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)

47. 47 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD 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

48. 48 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Follow Conversations at… Smart Bar CA Service Management Theater 5 Tech Talks Knowledge Management of the Future Theater 5 DO5T32T 3:00 PM (Thurs)