Two Case Studies: How Fit is your ITSM?

April 19, 2018

David Martinez | Sr. Product Marketing Manager | Ivanti

Scott Roberts | IS Help Desk Manager | Community Medical Centers

Kim Mau | IT Manager | MidMichigan Health

Jim Czyzewski | Desktop Support Supervisor | MidMichigan Health

Mike Heberling | Solutions Specialist | Ivanti

The healthcare landscape is always changing and is on the leading edge of new technologies. Keeping healthcare information systems running at optimal levels and providing excellent support is critical to providing high quality patient care. In this webinar, we are joined by three healthcare IT leaders to discuss their top service management challenges. They will share what challenges they are facing and some of the strategies and approaches they are developing to solve their top issues.

Join Ivanti customers Scott Roberts, IS Help Desk Manager at Community Medical Centers, and Kim Mau, IT Manager, and Jim Czyzewski, Desktop Support Supervisor at MidMichigan Health, for this customer webinar.



Dave: All right, I think we'll go ahead and get started with our webinar. I'd like to thank everyone on the lines for joining our webinar today, "Two Case Studies: How Fit Is Your IT Service Management?" I'm Dave Martinez. I'm in the marketing team here at Ivanti, and we have the pleasure of having two customers joining us today, to talk about their experiences, and challenges, and approaches to dealing with those challenges for IT Service Manager in the healthcare industry.
Before we get started, we have a couple different things I'd like to review with people, some housekeeping items. On this WebEx everybody is gonna be on mute, but sometimes WebEx has a few issues so if you can please mute the phone on your side, that would be fantastic. Since you're muted you won't be able to ask questions directly, but please if you have a question, put it in the Q&A chat window that you see there as part of your WebEx screen. And we will follow-up at the end of the broadcast with answers to the questions. And if we don't get to all of them in this session itself, we'll follow-up with an email later.
And this session is being recorded. It will be distributed later to all the attendees, even ones who weren't able to make it. So look for that follow-up email later. And we are, of course, on Twitter you can see the hashtag there, Ivanti webinars, so please follow us there, not just during the webinar but as we go on afterwards. Okay, and with that, let me start the session, and we have four fantastic guest speakers with us. Three of them are listed on the slide here, and also a special guest that I'll introduce later. But Kim, if I could ask you to introduce yourself that'd be fantastic. Kim, are you on mute?
Kim: I'm sorry. I thought I was off mute. My name is Kim Mau. I am an IT manager for the service center at MidMichigan Health. I have 18 employees that run our service desk, and we have approximately 70,000 annual calls.
Dave: Fantastic. Jim, do you mind doing a quick introduction of yourself as well?
Jim: Hey, I'm Jim Czyzewski. I'm also with MidMichigan Health. I've been the desktop support supervisor here, I've been with the Michigan Health for 21 years now, and I have 16 desktop support staff working our volume and our projects. 
Dave: Great, thank you, so much. Our third speaker is Scott Roberts, but as you probably wouldn't be surprised, he was just called away on urgent issues, so hopefully, he'll be joining us shortly here in this webinar. One of the challenges we have when we do these live events, but good luck to Scott and hope he'll be joining us soon. Mike, would you mind doing a quick introduction of yourself as well? Mike is one of my colleagues here at Ivanti. 
Mike: Hi, Dave. This is Mike Heberling, happy to be with you today. I've been with Ivanti since 2004. I've been in the networking and voice arenas since the mid '80s. So happy to witness and really enjoy the time I spend with Kim, and Scott, and Jim, and so forth. So great to be with you today, Dave, thanks.
Dave: No, thank you, and thank you, Kim, and thank you, Jim, for taking the time out to share your experiences. So let's go ahead and get started. Before we get into some of the scenarios and some of the challenges you've been dealing with, could you, Kim or Jim, spend a few minutes just talking about MidMichigan Health so that our attendees have a good idea of what MidMichigan Health is all about?
Kim: Jim, I'll let you take this one. 
Jim: Sure. MidMichigan Health is a health system that's comprised of seven medical centers, a large physicians group as well as many other clinics and urgent cares throughout a 20-county region. We have about 72,000 employees. And we provided $76 million of community benefits last year.
Dave: Fantastic, you do some good work there, and I know Jim, you're a basketball fan and the March Madness basketball series was good, but not quite good enough for Michigan this year.
Jim: One away. 
Dave: One away, yeah. Good run, a good run. My bracket was totally broke in the first round, but we'll leave it at that. Okay, we did have Scott...when he comes in he'll talk about Community Medical Center, but that's okay. We'll just keep on going we can come back when Scott does join us. So Mike, let me turn it over to you because the first scenario that...oh I'm sorry no, my bad, my bad, stay with Kim and Jim. 

Healthcare ITSM

What I'd like to do first is if you just take a few minutes and just talk about how IT Service Manager is different in healthcare? Really for some attendees I see are online who are not from the healthcare industry. You could just speak about some of the differences in there. I know when we talked earlier, we joke sometimes in IT that it feels like a life and death situation, but in healthcare it literally could be a life and death situation.
Kim: Yes, absolutely. So much of healthcare is now integrated with IT with the onset of electronic medical records, so all the information for the provider is at a computer for them to do patient care. So it literally is and can be a life and death situation.
Dave: Yeah, so you're dealing with updates to applications, making sure the clinicians have access to their records, they're getting ready to go into surgery. Those are some of the things you deal with?
Kim: Yeah, that, outages, patches, security, accounts. And we're 24/7, so we always have to be at the ready. We have to share knowledge. We have to be up to date. We have to really partner with the organization so we can provide the support that they need.
Dave: That's a challenge. Like I said, it literary can be a life and death situation. I see Scott has joined us now. Scott, are you on the line?
Scott: Yes, sorry.
Dave: Good morning, Scott. No worries. If I could ask you to do a quick introduction, and first of all, I hope you got that escalation and issue under control now, so no worries about that.
Scott: Okay, awesome, thank you. Good morning. I'm Scott Roberts, manager of the helpdesk here at Community Medical. And we do have four primary hospitals in the Fresno area, Fresno, California. Those stats look good, probably about 10,000 employees. Following suit for...we're probably 10,000 to 12,000 a month, call and other...I should say contact, about 12,000 contacts a month.
We're the largest, if not the only trauma center in the surrounding area. So we do a lot of critical care, you know, a lot of patients are actually flown in from many parts of California here. I have 18 staff, and we're just very excited to have come on board with HEAT, and I'm looking forward to this conversation.
Dave: Scott, I'm totally looking forward to the conversation. In fact, when I saw that you were gonna be joining for this webinar, I have to admit, I did admit to Scott that I have a special connection with Community Medical Centers. I actually grew up in the area and my mother was a patient there quite a few visits these last 18 months, so I know this facility very, very well. Scott, again, thank you for joining us here. If I could ask you to also kind of comment what Kim was talking about, what's different about IT Service Management and healthcare. Do you have a couple thoughts on that, Scott?
Scott: Yeah, I got just the tail end into that. I have to echo that. You know, we have different levels of support and services here, but let's face it, it's all patient care and patient care can be critical in just about any point in the juncture. The support and services we do are just absolutely, as mentioned, can be life or death. And so the services that we support for physicians...not only you know, we focus on the patients, but to focus on providing a confidence level that the physicians will come and practice at our facilities, and be able to be supported and know that they can walk into surgery and have IT services available.
Believe it or not, one of my most critical calls is make sure the Pandora is streaming in the operating room. And you think that's a small thing, but you know, physicians who like that, you know, that's their edge and it makes a huge difference in patient care, so anything little like that. So we support just 24/7, you know, patient care. I've been in healthcare forever, and it's just probably one of the most exciting industries for a helpdesk I've been in.
Dave: Wow, that's exciting. I did not know that about Pandora, but it does make sense. And doctors, they're a special breed, and you know, they're no shrinking violet so if they need something they'll let you know, I'm sure.
Scott: Absolutely.
Dave: Okay, that's great. That's good for providing that context about healthcare and how it's different for attendees on the line who are not in healthcare industries. With that, let's talk about some specific challenges that you both have to deal with, and these are gonna sound very common to a lot of people.
Healthcare IT Challenges

The first one is gonna be about people actually calling into the service desk or helpdesk asking for services. And even though with all the technologies we have, with things like that, HDI surveys and SDI show that calling into the service desk is still one of the top ways, if not the top way people call into it. So making that experience [inaudible 00:10:58] is really important. At this point, let me turn it over to Mike, who's our specialist here when it talks about improving the voice connection with service management. Mike, do you mind just picking up from here and talking with Scott and Kim and Jim?
Mike: You bet, happy to do it. Yeah, in fact, I think both Scott and Kim are sort of in different positions. Kim...and I'll let her talk about this in just a minute. Kim has been using variations of our service management products, and so forth previous to that, with voice tool for a while, and Scott is actually a new adopter. But the differences are because the new Ivanti Service Manager product had some workflow that was not capable of in previous versions, Kim was kind of behind the eight ball on that, right. 
So they had migrated their voice system from version to version and didn't really have a chance to initiate the new tools that are built out of service management, that can be integrated into voice. And Scott was able to do that. Scott has a couple of great guys working for him, one is named Tyler, and the other one is Gordon. And they're just really sharp on technical things, and so as we went and we built out the call center with Scott and his team we actually created brand new some experiences that the callers have been able to see.
And more recently I've been working with Kim and her team, and we've been able to implement some of those modifications that she'll be rolling out sometime around the 25th or 26th or something like that. And when Scott rejoins with us and is able to talk about his experience, I think Kim going forward will have the same type of experience in terms of call reduction and customer satisfaction and those kinds of things. But Kim, if you wanna take a minute and kind of talk about how you've used voice in the past, and kind of what you're looking forward to now as you move forward. 
Kim: Sure, we originally started out we had really a two-level voice system. We had a press one option for our providers. So anyone with a patient care issue that's a doctor would press one, they would route to the top of our queue and speak with an operator. That was all the functionality they wanted, they wanted an immediate person at the other end of the line. Then we had a second line that our regular staff could call in and they would get help according to the order in which they called in.
We're changing this with Mike's help and we have found that our providers are asking for more options, they want more self-service, they wanna be able to reset their own passwords, they wanna leave a voicemail, they don't wanna hold online, and they don't wanna talk with somebody always. So Mike's helped us to rebuild that so we can offer them some of that functionality, and hopefully, reduce some of their frustrations when they call.
Mike: I've gotta remember to hit my unmute button. So isn't funny Kim, that over time, a lot of times, where you were expecting that customers don't really wanna integrate with an IVR or interact with an IVR. And over time, there's a benefit for that. In other words, if we can change the doctor's position queue, or make sure that they are answered first, or deliver a higher level of service people tend to accept those kinds of things, don't they?
Kim: Yes, absolutely.
Mike: Scott, are you back with us? I know he had to jump away again for this outage. Okay, we'll catch up with him. Dave, do you want to proceed to the...
Dave: Sure. Kim, if I can ask you, did you do automated password resets as well as part of your implementation?
Kim: Yes, we did for the providers. We had that in place for the rest of the health system, and that's been a huge win. We've seen about roughly 1% to 2% of our population used that feature, so it saves them significant time calling in to have passwords reset. 
Dave: Do you know how much of the percentage of calls into the helpdesk was password reset related?
Kim: About 2%.
Mike: That is really low, Kim. As an industry standard, we've seen as much as 25% or 30%. Scott, are you back with us? What is your call volume in terms of password reset?
Scott: It's our number one call, so let's see, percentage, I'd say 30%.
Mike: That's probably more along the traditional industry standards that we've seen. 
Scott: Yeah, I apologize I got pulled out again, I'm sorry
Mike: No problem.
Dave: No worries Scott, we know how it works.
Scott: I missed a little bit of it, do you mind of I share a little bit about the automated password?
Mike: That would be great.
Scott: So at 30%, we've...our current LAN [SP] is...80% of all password reset calls are done through the automated system now. So we've reduced probably 2,000 calls a month by using that automated password reset. I was skeptical to how it would be perceived from the community, but it's been well received.
Mike: I remember that skepticism as we're building out your IVR, Scott. He really was. He was concerned that people would not interact with the IVR, and would just wanna immediately go to the helpdesk. So what do you think the difference is, Scott, why do you think there's greater acceptance than you were first anticipating?
Scott: I think, you know, just really involving the community and the customers and kind of honing the...I mean we honed down to, as you recall, the number of milliseconds in between a bock [SP]. So we've recorded it in a quicker pace, we took out filler words, we just made it so easy for them to use. And of course, moving things up front so the first thing they get is, if you're calling to reset your password, click one. So boom, they're in, reset and they're out. Just things like that with our menu in our tree.
Mike: You bet. So Kim, he was talking about, you know, a thousand or a couple thousand passwords that are being reset by automation. It sounds like you don't have that kind of call volume for that, is that?
Kim: We have about 6,000 calls per month. Most of our users will push that one so it bypasses all menus, so they just go into a queue for an agent. So we're hoping this is rolling out too and giving the providers more menu options for that password reset, account unlock will be a huge win, and others will start to utilize it.
Mike: Yeah, they... 
Jim: We've had password reset in place for many years, so our general user population not counting our providers have been using that tools for, I guess, near 10 years. So we're talking just about what we're dealing with with providers right now, because they're bypassing that and not getting the automated reset tool.
Mike: Got you. 
Scott: That sounds very familiar. We had that option, the physician option. So we have found, when I arrived, of course, that was it, that's how people chose. Before actually finding providers are kind of liking the new menu. In fact, I've eliminated the physician option, because they can still get into the queue so quickly that they're okay not having their emergency number. I'm actually seeing physicians calling to reset their passwords.
And since we know, we can actually unlock the account as well so it helps. Our largest volume for password reset is probably first time or, you know, just started, because we have the UCSF here, and the college, it's a lot of new residents and students coming in. So that's probably the reason we have such a high level of account calls.
Mike: I think so.
Scott: I have seen physicians kind of get on board. It's a win for them, they don't wanna talk to me anyway, and they don't wanna wait. So when I gave them this option they're like, "Perfect. Don't want to talk to you. I wanna reset my account. Wanna go back to work."
Mike: So Scott, I'm not sure if you're aware but we also have built new workflow that's included in Service Manager that allows us to do web-based password resets using that same tool that you've already been using. So it might be another win for you.
Scott: Yes, we are excited about going with that.
Mike: Okay, good. Good. 
Dave: Hey Scott, this is Dave. One thing we had talked about was the flip side not just how the voice automation helps out the people calling in, but also your Alice [SP], the people on the helpdesk, they were given some flexibility to work from home. Do you mind just spending a minute talking about that?
Scott: Sure, another win for us switching. We used Cisco Call Manager, and you know, client-based, so going web-based and this voice feature allowed us to...initially, when I presented was on-demand staffing. As you can see, we have a lot of critical issues that pop up, and so staffing is always a challenge. So we presented that we could work remotely. In other words, I have a call tree, if you will, and I can blast out to people at home and they can jump on and work for five minutes, you know, five hours, whatever we need them to. That actually branched into we are fully capable of working remotely now.
We can VPN and get all of our tools, so we've actually started a rotation that each agent gets to work at home two days a week if they participate in the on-demand staffing. So it has been a wonderful morale boost. We've had some situations with building and maintenance where other teams, you know, can't continue working, if you will, and I just send everybody home. So it's kind of a DR option as well, it's just been a really big morale booster for the helpdesk.
Mike: That's cool. Hey Kim, how about yourself, do you allow for any telecommuting or does the hospital provide those types of options?
Kim: Unfortunately, we're all on site.
Scott: Something to consider for the future.
Kim: Yes, definitely.
Dave: You would say something that Scott doesn't, which is snowmageddon, right? You might have a lot of days where there's a lot of snow. A lot of our customers have used our voice tools to make sure that business keeps working even if people can't drive.
Scott: I remember snowmageddons. I'm from Iowa.
Dave: Oh, boy.
Scott: I've been here in California...
Scott: Yeah, my brother sends me photos of sledding on Easter and I'm like, "Yep, not anymore."
Dave: Actually, Scott, you probably deal with fogageddons [SP]. The fog banks are just as thick as 
Scott: That is the snowmageddon here are those fog banks, for sure.
Dave: I'll say it again, grown up in the area. I'm sorry, didn't want to distract there, keep going, Mike. I'm sorry.
Mike: So how about Scott and Kim, I'll ask you as well. So Scott, how are you handling outages and large spikes in call volumes? What happens if something breaks and you get 100 people calling, what do you do for that?
Scott: So we really didn't have like the ITIL components, if you will, service management when I arrived. So we're stepping through, baby steps, and one of the things we've implemented is service interruption and problem management together. And so we have...through the incident form actually, we have a lot of automation built in so that we record the master incident and then we have built in the workflows that we automatically page it, a problem management team opens a bridge line, sends communication to the hospital all through the incident form.
And then we've been able to immediately jump on the problem line and start dealing with the interruption. We used announcements and the alerts, so both on the self-serve and the voice. And honestly, the ability to do that so quickly with HEAT voice we can literally watch 100 calls in queue drop to 2. So it's beneficial, you know, to get the calls out of the queue, but most importantly it's for communicating with the customer. And that of course, spreads and helps with the panic of the interruption.
Mike: Great, thanks. How about yourself, Kim? How have you been doing that? I know we have some new workflow that you're looking forward to next week, but how have you been doing it until then?
Kim: Yeah, real similar to Scott's experience. We have what we call a major incident process here, so if we have a large outage instead of having the problem team called in, our leadership team takes over, opens bridge lines, we start a communication front so we let everyone know. We're real excited about the change next week with our voices system because it'll give us more of an opportunity to utilize those announcements. How we do that now is it can be very challenging. So we're really looking forward to that growth. We'll be able to get our users the information that they need, so we can really manage that call volume.

ITIL Process

Mike: Okay, super. If we can take just one second, Dave, and ask each of them to respond to this one, and I think it'll be helpful for the audience to hear. And that is Kim, maybe you can start, talk to us about where you are in your ITIL process, and you know, what you're hoping to achieve, and how close you wanna match that and what your goals are. Then we'll ask Scott same thing.
Kim: We're really at the beginning stages of that. In some areas we've devoted more time, but we know that is a need that we need to mature our processes, and that we need to have standardization and we need to follow a model. So we're always improving, so you know, it just gets better and better. We have an incident process that we've started, we have a pretty detailed change process, knowledge, we're trying to tie all that in. So that's part of our goal with Ivanti, is working to align with ITIL processes.
Mike: Okay, great. And Scott, I don't know if you're an ITIL master but I know you got a big ITIL background. Talk to us about what you guys are doing.
Scott: Yes and yes, just echo that same sentiment. I come from that background. When I came to Community Medical, was really nonexistent. So I'm just trying to walk us through those very things, standardization, following processes. You know, I tell the guide and often people are doing the processes and they don't even know it. So formalizing that and love the major incident process, that's great. So I'm walking through those same issues slowly, been here about 18 months, and we've come a long way.
You know, Ivanti is the tool and you need people and processes but Ivanti is the tool. It allows you to do that separation. I can do change or I don't have to do change. I can do problem or I don't have to do problems. So it's instrumental in picking an area to focus on and going with that without just rolling out the thing. Like the biggest mistake some organizations do is we're going to go ITIL and we're gonna go all in, all levels of service management and try to make this work, that would be disastrous. So the ability to use a tool that compartmentalizes the modular ITIL-based tool is the key.
Dave: Fantastic.
Mike: Great. 
Dave: Wow, a lot of good things, a lot of good pointers, a lot of good experiences there from handling the incoming call context. A couple of key takeaways, really reduce the call volume it sounds like, you also improve the experience for the technicians, and all around just seems like it makes everybody's life a lot easier, is that kind of a fair summary?
Scott: I would say for sure. 
Kim: Definitely.
Jim: Yeah, I think so too. I think one key is to be sure that all the silos of IT support are onboard too and doing the same thing. It's great to have a process, but it's better if all those support silos are doing the same thing too.
Dealing with Change

Dave: That's a great point, thank you so much on that. All right, well Mike, thank you for leading that discussion. We're talking about processes from ITIL perspective. I think one other one that we wanted to talk about was around change. And I think, Kim, we talked about this earlier, I think your comment was, "Change is huge." So do you mind just kind of keying this up a little bit, give us a little background what's going on at MidMichigan, and of course, you know, you and Jim, just gives more context about what was going on with change earlier on at MidMichigan?
Kim: Sure. When I first started at MidMichigan, communication was not the greatest. You know, if there was a change happening not everybody knew about it. Implementing a change management solution for us really has been huge. It aligns IT as an actual support with the business. So we're working together with them, we're not just fixing issues, or just making changes without their ownership into the process.
We have three different change advisory boards. We have a clinical, a business, and we have one for home care business as well. And it's just been amazing, you have the ownership of the business, everybody's onboard, we're seeing less downtime, we're talking about more impacts. It's just really opened up the line of communication and transparency.
Jim: I agree with Kim. One thing, there's a fine line of balancing what goes through change and the notification that gets sent out with the two. It's still to this day, we've been doing change about 10 years now, there's that struggle of downtime fatigue. You know, you don't wanna tell them about everything but the one time you don't tell something about it we don't expect something to happen, and there ends up being a downtime at the end of it. Because we didn't notify them, it comes back to bite us. So trying to figure out when we notify users and when we just say, "Okay, this one isn't gonna impact them," and find the safe zone. 
Dave: That's good to hear. Hey, Scott, I know you had some comments to make about change as well, would you care to share?
Scott: Sure, sure. Man, change is huge, couldn't have said that better. We went live with change at the same time of rolling out incident and self-serve. It was kind of a need to, so we put a lot of time into that. Again, I can't echo enough the tool that allows you to do formal change management, and so that's been a wonderful thing for us.
And be careful what you ask for. I'm now running change management. But anyway, it's always a struggle with the panic of how much we communicate, and how does this affect me, but the biggest challenge I saw here...I'll just share. When I walked into the first change management meeting, we had Word document and it was just a bunch of line items and we were walking through them and approving them haphazardly. I think maybe 50% of the room understood them, and the others didn't, and it was just kind of a very haphazard process.
So of course, you know, in IT you can't have haphazard changes. Downtimes here, or outages, have dropped 80% that we can measure. And we're dealing with larger issues that may be out of our control but are not related to changes from IS, let's just put it at that way. So the formalized change management has gotten everybody on the same pace. Our change management meetings...we have a similar set up with different tabs. 
Our IS change management would be an hour-and-a-half of just simply reading through this Word document and you can imagine how that went. We now have change management meetings that last 10 to 15 minutes because everyone's aware, everyone seen the change, they're following the process. We get to change, we are reviewing...there's no questions left. There's no one that can say, "I didn't know about the change and I have questions about how that interacts with my system." So allowing that electronic vote is just phenomenal. We've just been able to get everyone on the same page.
And our new CTO and CIO are really backing...everything goes through change. You know, we just actually established a GPO policy update tab because it's that important, and there are that many policy changes going out from different teams. So everything goes through HEAT, everything goes into change, and it doesn't go until approved. I mean it's cliché but that tool, again, has allowed us to formalize change. 
Mike: Scott...Dave, may I ask a follow-up question to Scott real quick?
Dave: Sure, please, go ahead.
Mike: So Scott, I know you just recently went through an EPIC upgrade and Radiant upgrade, I believe, and so do you wanna talk about how change and even the call center functionalities work?
Scott: Sure. So we actually...I'll elaborate, but I'd say we ran the entire EPIC and Radiant upgrade from HEAT using specialized forms, notifications to the change management dashboards. Actually, we used to HEAT dashboards published in different areas of the hospital, so the entire process of change. And then go-live came out of HEAT, we tracked through, again, custom forms and reporting.
And we had physicians and clinicians and CDOs coming to the IS building to look at our status monitor[SP] and look at HEAT. It was instrumental in tracking through this, and the service desk was a big part of this upgrade, they hadn't been in the past, they were more reactive. So we were on the front end of that, and our CEO said that he, "Has a newfound love for HEAT," which is great because, man, we need the top-down buy-in.
Mike: Thanks, Scott. So just a qualification, Scott, we love the appreciation that he has for the products, but when he refers to HEAT that was the other generation of our solution. So it's actually now Ivanti Service Manager. We all call it HEAT still, but it's Ivanti Service Manager at this point. 
Scott: Absolutely.
Dave: Takes a while to get used to the new name, that's all right.
Mike; So Kim how about yourself, have you done know, do you use EPIC or Service Center, or what do you do folks use?
Kim: Yes, and real similar, we used with our EPIC Go-live, so Service Center was a part of all of that, used it for reporting tools, so that was presented at daily briefings. So it was a huge tool that helped us streamline that communication process, have the information, and we could keep track of everything that was coming in and escalation points.
Mike: Thanks, Kim. Sorry, Dave, I won't hijack the call now.
Dave: No, this is a discussion. This is an open discussion among everybody. This is good content and I hope everybody is getting some good information out here. I'm enjoying it. So Kim, so when you kind of formalized a change management process, did you notice some improvements as dramatic as what Scott was referencing?
Kim: Yeah, I think it helped...there was a lot of reluctance in the beginning, but I think after the wheel started to turn a little bit and everyone started to have ownership, it got a lot better. And we started noticing decline in downtimes and outages, unexpected outages.
Dave: That's fantastic. I was going back to Scott's comment about people processing the technology. It sounds like the tool enables to change people's behavior and kind of changing the way they do things. So that's exciting to hear. I don't know if you wanna add some more comments because that seems like a central point of what you guys have been doing.
Kim: Yes, absolutely, and it's not something that they can't take in their clinical workflow and utilize as well, so that's been real handy for some of our other teams too using those processes.
Service Desk Perception

Dave: So I'm gonna ask the three of you with everything you talked about from the call center, improving that experience, also the change, especially when we talk about some of these systems like EPIC, has that changed how the service desk is viewed by the rest of the organization? I mean Scott, you alluded to something the CEO was saying, but has that make a difference how the service desk is seen now within your organization?
Scott: Yeah, we still have long ways to go, but I think that in the two years I've been here...and that's my goal of why I came here is to affect change and change the perception. So we do have, I guess, an understanding from the organization that they didn't used to have. Obviously, HEAT brought us all together. I'm sorry, Ivanti brought us all together, and that's helped us all pull together as organization. 
And the understanding that I'm seeing more and more is that, you know, the Ivanti Service is enterprise level, it's not a...when I first arrived, I heard "Are you gonna upgrade that helpdesk ticketing system?" And my answer was, "No, I'm gonna put in a web-based Incident Management System and roll it out across the enterprise," because this tool is at an enterprise level and we're seeing so many folks across the organization are actually coming on board.
I'll tell you our biggest win is self-serve. I mean we have people, as they're learning and hearing about the new "help desk" and we're offering service request, we have different departments outside of IS and abroad that are saying, "Hey I wanna use it. Can you create me some service requests? Can you help with our workflow?" So we started out, I think, with 7 service requests and I've lost track at about 250, I think.
Dave: Wow. Actually, Kim and Jim, we were talking earlier, there were some other teams, right, at MidMichigan who are using the Service Management platform to do service requests, do self-service, is that right, like HR?
Kim: Yeah, we have HR. We have our Quality and Risk Department that wanna use the toolset as well. We're hoping in the future that we can add some more clinical systems in there, but yeah, people are reaching out asking to be a part of the solution.
Jim: And that is awesome.
Dave: Why is that, if I can ask, why are they reaching out? Was it that you did some evangelizing out there they saw the system, they said, "We need that?" I'm just curious.
Kim: You know, I think a lot of it is that perception with the helpdesk through the years as we've gotten better at this that has changed so much, and I think people are seeing that, seeing how efficient and how effective the processes are. And the changes that we're making that they wanna be part of that, they wanna make their processes streamlined and efficient.
Jim: That's awesome. That is the best testimony you can give. 
Dave: Wow. That's great.
Mike: If I could just jump into a little bit of the detail there. So when you're adding additional processes for like HR facilities or clinicians, is that something you get involved in putting together or is that something they do on their own, or is it a mix?
Kim: So on our site here it's a little bit of a mix. So the HR, since HR has very sensitive data and they wanted to use it as service type desk and a knowledge repository, along those lines, they have a separate installation database and everything with the platform. So they're separate from the rest of the health system. With the quality and risk, we have, you know, questions coming in with our Education Department that's education for the health system not IT. And they're using it they're fielding their calls, their escalation points, outages, using it for change. It's been huge here.
Dave: Scott, did that give you some ideas there for Community Medical?
Scott: That's one of my quests is to hear something like that. I'm out doing the evangelizing trying to get them onboard, and wow, that's just very encouraging to hear.
Dave: Great, we'll have to make sure you two connect a little bit more to talk about that. Some lessons learned there, and some great things, Kim and Jim, you've been doing there, I think everybody likes to hear. So we have up here...and I'm mindful of the time now. You know, we had some space to talk about challenges you overcome. Scott, this is a point you asked me to remind you about, service interruptions. So I think you had a few comments you wanted to make there.
Scott: Well, okay, let me think through this. So service interruption tied with problem management, I mean we just really didn't have a good process for service interruption. And there was a taboo, if you will, of sending out communication. So I've been kind of working that through trying to change the perception that...and I'm even trying to get rid of the word downtime, believe it or not. And they have email distribution lists for clinicians for downtime processes, which I understand. 
But the taboo was, "Oh, my gosh, you know, we're sending out another downtime." So we've kind of evolved away from that to a more system outage alert, and more communicative, and more we're making you aware of a potential issue, and we're constantly following up. And you know, the service interruption process has definitely changed since I've been here. And it's changed from the, "Oh, my gosh, not another service interruption for the helpdesk," to, you know, "Thank you for telling me about that effectively, including the right information when you send that out." We had isolated communication, we now can broadcast to the entire community, etc., etc. Am I missing anything?
Dave: Sounds pretty complete. That's great.
Scott: It's been a big win for us, for the service interruption.
Dave: That's great. Kim, I know we talk about this, it wasn't so much challenges. There was also opportunity as well. You talked about using Service Management outside of IT. And I think you already, you know, brought up those points earlier, anything else you like to kind of share on this topic?
Kim: It's been a great tool for communication and for partnering with the business. I think the greatest win for me is just that evolving process and communication. 
Dave: Okay, great, good to hear. I want to give all three of you just some few minutes to just talk about what do you expect to be doing in IT Service Manager in the next couple of years. Kim, just staying with you, you had talked about shifting left to reduce the call volume, increase more self-service, is that still the case?
Kim: Yeah, absolutely. We have a lot of work to do here. We wanna implement a service catalog, implement problem management, you know, align more with ITIL, and keep adding those teams to be part of the Ivanti Service Management solution.
Dave: That's great. Jim, anything to add?
Jim: Not really. I guess one small thing is just the data is only as good as you get out of it. So being sure we're properly updating the fields with discrete data that can be reported on down the road.
Dave: No, that makes sense. Yeah, reporting, and the metrics behind it, is important. And you know, the old, classic adage, "Garbage in, garbage out," so very good point to keep in mind. Scott, do you have just a minute to talk about what you have in your horizon?
Scott: You know, echoing everything that was just said, continuing that to get to this across the organization. I will say that we also implemented the CI and, you know, the asset management module, and we have upgraded to the End User Management, Endpoint Management. And so we're really excited to roll out the remote control, the upgraded Patch Management, again, continue with asset management. There's so much potential in this tool, and we're really excited. Our current inventory has paid off countless times, you know, from tracking vulnerabilities to immediately finding the last user that used a device and where it is. And we're excited because I'm sure the upgrade is just tenfold from what we have right now.
Mike: Hey Dave, you mind if I ask a question?
Dave: Please.
Mike: I always like to hear this from the customers because, as Scott said, we have an enterprise management solution that we have, and of course, you never install enterprise solutions without some kind of learning and hiccups, you know, along the way. And I know in both of these cases, there's been things that maybe could have been done differently and so forth. I'd like to ask each of them, all three of them, what was the learning that they had in terms of as they move forward, how you communicate with the people that are helping you develop the tool, and how do you market it internally, and how would you jump over some roadblocks or bumps in the road, you know, during the implementation process, even if it's a change, you know what I mean? 
Kim: Jim? Yeah, we had a few roadblocks with our voice tool. We couldn't upgrade without breaking something. We just ran into a lot of roadblocks. The time with you, Mike, has just been phenomenal, but understanding the process, how the system works, what we can do with it, we were able to take back to our business. They're all excited about the change and get that implemented for them. So that's been a big win for us.
Mike: So a learning here would be a better more deep knowledge of the tool itself then, right? Go ahead.
Kim: Yes, absolutely, deep knowledge of the tool, understanding that, you know, taking some real time to learn that, and then, you know, not making it fit everything. You're going to evolve as a business, your tool needs to evolve with you, and understanding that you can make those moves so you're not stuck in, you know, 1982.
Mike: How about yourself, Scott? I know during the implementation process and even post that, you know, there's some things that every once in a while would cause heartaches. What have you learned and what would you do differently?
Scott: You know, I hear, as I work with our admin here and team lead, now that we've evolved and the question is, "Hey, Scott, can we rewrite that entire workflow now?" And that's part of the process, right, you do kind of get it out the door and get your wins. And then you evolve and you see different ways to do it, and you learn the tool better, and meetings like this and networking, and you grow. And the obstacles, the challenge we had is we had no time. We had a deadline to get this in, the reason I came here, and so we didn't have a whole lot of time to take. 
So we did that very approach of let's just get us forward because we were so far behind, and then just keep evolving and keep evolving. We would love to have had more time to dig in and learn the tool, I have to echo that, and we may have done some things differently. But you know, we're here and we're evolving so that's the best point of all.
Mike: So deeper knowledge, and then as Kim said, and then patience with the evolution process, recognizing year to year you're gonna need to change some things.
Scott: Absolutely.
Mike: Go ahead, Dave, I'm sorry.

Dave: No, no, that's good, it's all good. You know, we're getting close to the end of our webinar here, and I'm mindful, I do wanna answer some questions. So we're gonna move straight to...and we'll save time at the end for everybody to comment on what service management will look like in healthcare in the future. But we've got a few questions that come in, I just want to ping everybody. So we had a question from Anthony, "Curious as to the total size of the IT department at each organization. What's ratio of the helpdesk to all of IT?" Quick lightning round around the table. Anybody wanna go first?
Scott: Did you say of the helpdesk of IT? 
Dave: What's the ratio of the helpdesk to the rest of IT?
Mike: Sorry. I think, Scott, the question is you have 18 people in your helpdesk, how many people do you have in IT generally?
Dave: Yeah, that's probably a better way of phrasing it. 
Scott: Two hundred.
Mike: Two hundred, okay.
Dave: There you go.
Jim: And we have about 140 people in IT.
Dave: And how many on the helpdesk, Jim?
Jim: Eighteen, Kim?
Mike: Yeah, that's what she said earlier.
Dave: Okay, that sounds great. So there was another question that came in, and Jim, you actually put an answer out there, so thank you. So it was question from Bradley, "Any issues with the password resets and the IVR regarding authentication? And how did you get around knowing the caller besides an employee number?" So this question about authentication with your password reset. Jim, do you just wanna repeat your answer?
Jim: Yeah, we use the employee number as the initial identifier, then we verify that by having them put in the last four digits of social security number, and then we provide them with their new password and/or [inaudible 00:54:22] account.
Dave: Okay, sounds good. Let me get to another question, in fact it's somewhat related. This is from Steve, he's asking, "Our problem is mobile users blocking out their account with automatic check-ins for email and etc., so how you deal with that?" I guess is the question.
Jim: We don't. 
Dave: That's an honest answer.
Jim: It's just beating it into their head like, "Okay, which device did you forget to change your password on?" And there are those users that have insisted that it's not on any other device and their device has been sitting at home tucked away in a closet on a charger or something like that. "Oh yeah, I remember that one." So it's really hard to track down those devices. We haven't come up with a tool to do that.
Dave: Okay, Scott, anything on your side?
Scott: Same thing, just with tablets, laptops, desktops, phone, we try to trace back wherever you, you know, where you changed, which one you didn't, what domain you're connected to, and try to sort it out.
Dave: Okay, and you do the best you can it sounds like. I think this next one's for you, Scott. "Any issues with the lifecycle of new devices getting them into the CI initially?" That's from Bradley again.
Scott: So you know, you have several ways to get your new devices in, obviously. We have finally gotten to the point where our current inventory...and I want to be clear that our current inventory will be upgraded to the Endpoint Suite, which has a different way of detecting new devices on the network. But currently, we're putting it in as part of the image build. Does that happen perfectly? Absolutely not. 
Do devices get on our network without having an agent on them? Yes, so we try our hardest on the front end to get new devices in, and keep everyone in the build team involved in that. Then on the backside, we're constantly looking for new devices and scanning. And I'm not sure whether you're using Endpoint Suite, the current one, or the original CI and DSM, but they're, you know, two very different ways of doing the cleanup. But it's a struggle, yes, it's a struggle with new devices, sometimes the origin of that device comes in and is in place in different ways before we get a chance to get our hands on it.
Dave: I'm sure with bring your own devices has a special challenges as well.
Scott: Yes, so I'd love to say everything funnels through purchasing and IS perfectly but that's just not the case.
Dave: That sounds good. Let me take one quick look...thank you, Scott. Let me take one quick look at our questions and the chat. I think that does it. We'll take another look, no, I think that's all the questions that came in. And we're we are at the top of the hour, so with that, let's bring our session to a close. I really, really wanna give my thanks and appreciation to Scott, and Kim, and Jim, this has been a wonderful session. I think everybody got a lot out of it. Mike, thank you, for joining as well, your participation expertise is always appreciated.
And let me take one last look at our questions, no, don't have anything there. So with that, let's just go ahead and close out our webinar. I wanna thank everybody, again, for joining. And again, special shout out and thanks to Scott, Jim, and Kim, really appreciate you coming on and sharing your stories. And to everybody who's attending right now, or listening to recording, thank you for spending time with us, and we hope to see you again at our next Ivanti event either in person a virtual one is our next webinar. Again, thank you so much, and enjoy the rest of your day.
Mike: Thank you very much.