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Order Management Process Redesign
Steering Committee
Final Recommendations
April 2005
Prepared by the Order Management Redesign Steering Committee
Bert Stubbs - Lead
Karen Cox
Tom Goodrich
Fred Hansson
Kathy Lucas
Tony Navarrete
Steve McLenegan
Rocco Petrunti
Stanford Confidential Order Management Process Redesign
Steering Committee Final Recommendations
1.0 Executive Summary
The following are the Order Management Redesign (OMR) Steering Committee’s
Final Recommendation Summaries. The OMR Steering Committee has
thoroughly analyzed the OMR Teams Final recommendations. We have met
with the OMR Team to solicit further clarification on items that we questioned and
they have provided us with the required feedback. We concur with most of their
final recommendations. We have omitted a couple of items and added clarity to
others. We have also noted that some items have been, or are being
implemented either partially or in their entirety.
The goals that were given to the OMR Team were as follows:
1. Recommend methods to improve service to clients.
2. Examine the staff ratios and determine the optimal level needed to efficiently
perform their work and improve morale.
3. Determine the right level of flexibility to allow for “bolt-ons” to the Pinnacle
system without customizing (code changes).
4. Build a new, more efficient order process.
5. Ensure that the cross-functional inter-dependencies function smoothly.
6. Develop standards and metrics that will be used to improve quality of service.
The following is a high level summary of these recommendations that are
detailed in the Steering Committee’s Final Recommendations and the Order
Management Redesign Team Final Recommendations document:
1. We have formulated a new order process that tiers the orders entering
the system to optimize the order processing function.
2. We recommend the creation of two new functions:
a. A Control Desk to properly triage the incoming client service
orders.
b. A Billing Inquiry function to handle all client-billing inquiries.
3. Our clients need a quality web site to submit service orders that also
provides them with an automatic confirmation that their order has been
received.
a. We found that the ITServices site will fit this need once it has been
brought up to speed to handle all the services we provide.
b. A major bonus from this site is that the data entered by the client
auto-populates the Pinnacle pre-order fields thus saving Order
Processing re-entering the data.
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Stanford Confidential Order Management Process Redesign
Steering Committee Final Recommendations
c. There is still an immediate need to have a direct phone line to
Order Processing since some of our clients need to place their
orders through this avenue. We do feel that eventually this can be
done on-line.
4. We found that Pinnacle, while it does require more steps and double the
time to enter orders, is not the real problem.
5. Offer improved and more frequent training for staff and clients. It is
currently minimal, inconsistent and usually just “passed down” from co-
workers. All Pinnacle users should be required to attend refresher
Pinnacle, Reportmart and Excel classes.
6. Evaluate, update and distribute documentation for staff and clients. All
procedures and user manuals shall be housed on-line for staff to readily
access. Some staff may want to print a copy for their desk to add notes
but will be responsible for adhering to the information kept on-line.
Create an on-line manual for our clients to help them understand the
telecommunication services and what information is needed to place an
order effectively.
As the OMR Team stated some of the recommendations are seemingly easy and
quick to implement while others will take some time. It is definitely our
recommendation to make sure the solutions are implemented properly. Too
often in the past we have reacted too quickly and made rash decisions. An
implementation team will need to be formed along with a detailed list of your
approved recommendations. Once this is complete the timelines to implement
can be established.
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Stanford Confidential Order Management Process Redesign
Steering Committee Final Recommendations
2.0 Steering Committee Final Recommendations Summary
2.1 Order Management:
a. Process orders with a 3-day turn around (the request day is day
“0”).
b. Create a Control Desk to handle incoming calls and tickets
(status, info), walk-ups, software changes, assign orders to
processors, process Pre-Order for Residential and Vendor Clients,
etc.
c. Create a separate Billing Inquiry Function within Order
Management. This group shall report to the Order Processing
Lead.
d. Staff Order Management as follows:
Function Current Staffing Proposed Staffing
Control Desk 0 3 (*)
Order Processing 8 5 (*)
Billing Inquiries 0 3 (*)
Service Consultants 5 5 (**)
Card/Pager/Cell 3 4 (**)
Totals 16 20
* Includes a lead for the Control Desk, Order Processing
and Billing Inquiries.
** Includes a lead for the Service Consultants, Card Office,
Pager Admin and Cell Phone Office.
The Staffing of Order Management has significantly changed
since 2003, resulting in a net loss of 7 FTEs. Some portion of
workload moved with only 1 of the 7 FTEs.
1 Two (2) FTE were vacated and not replaced. No workload
reduction occurred, no workload dissipated with the lost
headcount.
2 One (1) FTE was moved from Order Management to Help
Desk when the Help Desks were merged. The Order
Management workload was slightly reduced initially, but today
most of the billing questions handled by Help Desk 1 is on
Student balances only, and the rest of the clients’ questions
are forwarded to Order Management. With moving the Billing
Inquiry function back to Order Management, the volume of
calls and tickets (approximately 32%) will reduce the workload
in Help Desk and FTEs can be re-allocated to Order
Management.
3 Four (4) FTE were moved to Marketing. No workload
reduction occurred, no workload moved to Marketing.
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Steering Committee Final Recommendations
4 Additionally one (1) headcount was moved from Finance to
Help Desk to answer billing questions from clients.
The Steering Committee sees three scenarios for reclaiming the
lost/reassigned headcount and assigning it to Order Management.
1 Scenario One: As Help Desk moves to Desktop Support as a
priority initiative and as the headcount associated with Help
Desk managing billing inquiries has been outlined as follows
(32% of 10 FTE), but no longer can be dedicated to billing
inquiries, 3 FTE could move to Order Management, with the
associated dollars. You would still need to fund one
additional FTE.
2 Scenario Two: The organization could determine that the
Process Redesign effort requires 4 additive headcount to
support the billing inquiry desk (3) and the Counter Sales
group (1) and new funding could be offered to support this
request, without shifting any of the five identifiable as Order
Management headcount back from either Marketing (4) or
Help Desk (1).
e. Use last hour of day to close orders, utilizing new “Technician and
Task Status” report in ReportMart – closing orders daily is a must
to keep E911 records up-to-date as well as triggering the billing of
services.
f. Establish order tiers 1, 2 and 3 for prioritization purposes. Tier 1
will be easy, quick software type orders with no fieldwork. Tier 2
will include complicated orders most of which require fieldwork.
Tier 3 orders are the large projects. These would be routed to the
Service Consultants and Facilities Engineering. A team needs to
be formed to work out the details of this recommendation.
g. Hire telecommunications temps prior to peak times to ensure
training before work flow increases. June thru Sept is an annual
peak period as well as the start of each quarter. Large projects
can also create peaks but these should be able to be handled
without temps.
h. Batch download Cable TV to Cable Bridge once a day, not for
each order.
i. Minimize the amount of calls going directly to the order
processors.
j. Move engineering of special circuits to Facilities Engineering and
Installation & Maintenance and leave the data entry to Order
Processing. These would be Point-to-Point fiber and copper
circuits.
k. Eliminate tech package preparation – Installation & Maintenance
will do these.
l. Service Consultants following large orders from start to finish;
check on facilities, equipment, cable-pairs, LENS, and phone sets;
process Pre-Order.
m. Service Consultants to help Order Processing during peak orders.
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Stanford Confidential Order Management Process Redesign
Steering Committee Final Recommendations
n. Installation & Maintenance to direct field changes on trouble
tickets to Maintenance Enterprise Monitoring/Production Control
Workgroup. This needs to be evaluated/tested. We recommend
a 6-month trial period.
o. Provide staff with up-to-date computer software.
p. Create time tracking for orders in Processing Task Console.
q. Add ACD to out-going calls for metrics.
r. Quarterly review of Telecom related HelpSU tickets; adjust CTI’s
as needed.
s. Create standard format and automatic way to enter large orders
into Pinnacle.
t. Implement links from Pinnacle to SL100, VM, and Cable Bridge.
u. Train Order Processors to enter shelf post slot in Spectralink
(currently done by Maintenance Enterprise Monitoring).
v. Continue building the relationship with the Student Financial
Services and Cashier’s Office.
w. Create a number off the ECP tree to put clients in direct contact
with staff that can help with their ordering questions, order status
and general telecommunications questions. These calls should
not go to Help Desk 1.
x. House all Order Processing, Service Consultants, Control Desk,
and Billing Inquiry Function in a single location (old Production
Control area in Forsythe 1st floor). At a minimum the Order
Processing and Control Desk must be housed together.
2.2 Organization:
a. Utilize Marketing up front – get them more involved before orders
come in.
b. Realign Order Management with 2 new functions – Control Desk
and Billing Inquiry Office.
c. Create a team to look at data tracked in Pinnacle to determine
what is or is not necessary to track.
d. Create an Operations Review Committee to do feasibility studies
around new service offerings.
2.3 Billing:
a. Create new job descriptions and hire knowledgeable staff.
Staffing details are in section 1.1.d.
b. Change phone tree and HelpSU CTI to direct billing inquiries to
new workgroup. This item has been temporarily implemented and
must be made permanent.
c. Have staff trained to answer all billing inquiries including all
aspects of financial and system interpretation of billing statements,
and rates for all products. This item has been temporarily
implemented and must be made permanent.
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Steering Committee Final Recommendations
d. Look into implementing a service to offer printed statements for a
fee.
2.4 ITServices Web Site/ Phone-in orders:
a. Enhance ITServices site by adding all service types offered.
b. Once the ITServices site is brought up to speed it is intended that
this avenue be where all orders come into Order Management.
Phone-in orders would eventually be eliminated. Currently, the
idea is this includes all telecom orders.
c. Look at other ITS services that could be added to the ITServices
site.
d. A campus communication effort will be required to promote
awareness/use of the “new” site.
e. Educate clients on filling out order forms.
f. Make adjustment to tabs with a clear distinction between billing
and ordering.
g. Create a service contract to be signed and legally binding for
payment of services rendered.
h. Create canned response in Remedy for clients trying to order
phone services on HelpSU. Remedy is still to be used for trouble
tickets.
i. Place a link on the HelpSU page to direct people placing orders to
the ITServices site.
j. Create a team to work with Hospital clients to get proper SUNet
IDs so that they can access IT Service Site to place orders and
view monthly statements.
k. An ITS “Web Czar” position to enforce web documentation upkeep
has been created in the Documentation, Design and Delivery
workgroup. The OMR Team and the Steering Committee feel this
position needs to streamline/consolidate/index the available
information in a user-friendlier format for telecommunications.
There was agreement that this person should also support Shared
Services, since the nature of Shared Services requires that the
content compiler/poster should have telecommunications
expertise. A team needs to be formed to look at the existing sites
and information and create recommendations that the “Web Czar”
can incorporate into the appropriate ITS web sites.
l. Implement a policy across ITS making maintenance of client-
oriented web documentation a PRIORITY in order to insure
successful adoption of ITServices site
m. Update CSO to add return email notice to client that order has
been submitted; canned response should include note that you
will receive an email when your order has been processed and
scheduled (if appropriate), info on IT Services Site, and phone
number to call Order Management for more information. This is a
temporary fix.
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Steering Committee Final Recommendations
n. If ITServices Site improvements are longer than 6 months away,
pursue method of creating bolt on to link CSO to Pinnacle (this is
a temporary fix).
o. Add note and link on CSO website to ITServices site (this is a
temporary fix).
p. Put a link to ITServices website on HelpSU website.
q. Clean-up inaccurate data on CSO website until it is sunset (this is
a temporary fix).
r. Clean-up inaccurate data on the Stanford West Apartments
website.
s. Have information, instead of music, when clients call and are put
on hold.
t. Include general telecommunication information in University’s New
Employee Orientation.
u. Have FAQs available on ITServices website or links to HelpME
website.
v. Encourage site usage by having “door prizes” for using the
ITServices site.
w. We reviewed several other universities IT web sites and noticed
that they commonly have their University’s name in the web page
header.
x. Develop a means for Stanford West Apartments, Welch Road
Apartments, the HOME and vendors to use the ITServices site for
placing orders.
Note: The current ITServices site only supports 2 portals – a Customer
Portal (for students) and a Department Portal (for GL, departments).
There is no portal for general receivables, which are Stanford West, The
HOME, Welch Apartments and vendors. These later also cannot be
included on the Customer or Department portals. A request has been
made to Paetec for additional portals but they have not accepted our
request. Paetec does have a long-range goal of adding multiple portals
but this is not scheduled until 2007 at the earliest. Currently these clients
place their orders over the phone. An interim solution should include
some way, preferably through an on-line method that would allow for a
form of record that the client authorized the service requested and agrees
to pay for these services.
2.5 Service Offerings:
a. Form a team to look at what services could be added to existing
packages or bundled. The following are examples:
1 Offer only one color of phone.
2 Bundle Package B and C for Business Clients, adjust rate as
necessary.
3 Add Caller-ID to Package A, adjust rate as necessary.
2.6 Cross-organizational:
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Steering Committee Final Recommendations
a. Implement peer reviews across the organization.
b. Develop a “Communications Plan”. This would be a joint project
with Order Management and Marketing.
c. Cross-training to promote flexibility/versatility across the
organization.
d. State policy clearly regarding the 1 approved method of placing
orders – ITServices site. The phone line directly to Order
Processing Control Desk would be for ordering instructions,
general telecommunications questions and order status.
e. All internal workgroups shall advise clients to use the ITServices
Site to place orders and view monthly statements.
f. Perform Quarterly ITS Management client satisfaction surveys.
g. Form cross-functional work group teams to evaluate and
document procedures and policies. These meetings shall have
narrow timelines established to develop the necessary items to be
documented efficiently yet quickly.
h. Engage in a document writer for documenting procedures and
practices between workgroups.
2.7 Training:
a. Create a Training Department to develop training material and
courses for clients/contacts.
1 General training could be in the form of on-line videos and
written material.
2 More specific, hands-on training would be the next level such
as the ITServices tech class.
b. Hands-on training for Contacts to get statements and place
orders.
c. Provide training across the organization to increase technical
knowledge.
d. Provide opportunities to cross-train.
e. Improve and provide documentation across the organization.
Share inter-workgroup procedures and policies.
f. Create an “Ownership” list for the new procedures and policies to
help with future updating of these documents.
2.8 General Recommendations:
a. Develop a means to distinguish between Contacts that place
orders etc. and ones that only need to look at statements.
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Steering Committee Final Recommendations
3.0 Recommendations Already Implemented
3.1 Eliminate filing of hard copy bible sheets – use only electronic drawings.
3.2 Supply students with cheap single-line phone, no bells or whistles. Note:
Even though this item is being implemented, the logistics/details are still a
work in progress.
4.0 Recommendations Deleted by Steering Committee
4.1 Create manual for Contacts (similar to the old “STAR” manual).
4.2 We omitted the reference to “Operating Level Agreements” and changed
this to “Communications Plan” across ITS regarding workflow processes
(Item 1.6.b).
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