Shared Services Technology Map

Proprietary and Confidential

Technology Map

1

Technology Map Deliverable

2

The Technology Map deliverable is a recommendation of enabling technologies currently

in use at UT Austin that can be leveraged to support all four functions of shared services.*

The objective is to determine if the technology currently in place is functionally capable of

supporting the organizational change at UT Austin, not to identify the newest, most

advanced enabling technologies that UT Austin could possibly purchase.

The Technology Map Deliverable includes a set of recommendations for the technologies

currently in use at UT Austin that could be used to support shared services

The Technology Map does not address core functional technologies (e.g. administrative

systems)

This deliverable is a Plan Phase work product. Information in the final shared

services recommendations may be different from what is in the deliverables, in

response to stakeholder feedback.

Section

• Executive Summary

• Technology Map Approach

• Required Shared Services Enabling Technologies

• Existing UT Austin Enabling Technologies Analyzed

• Findings and Recommendations

• Appendix

• Next Steps

Table of Contents

Pages

4

9

11

16

23

33

47

3

Enabling technologies are tools required to promote quality customer service through

automating processes, consolidated and disseminating information, and providing

analytics and reporting with and beyond the walls of the Shared Services Organization.

Enabling technologies currently in use at UT Austin are, with a few exceptions,

anticipated to meet the needs of the Shared Services Organization after tailored

configuration and integration, which will be formally documented in the design phase.

Executive Summary

4

Required Technology: Enabling Technologies are required to promote quality customer

service in the Shared Services Organization.

– Enabling technologies required for UT Austin shared services include tools for:

collaboration and knowledge management, operational reporting, web portal, call center

telephony, communication, case management, document imaging, and document

management.

Existing Technology: The existing enabling technologies analyzed in this document

were identified through interviews and demonstrations with 22 users across multiple

units at UT Austin.

Executive Summary

5

Findings: Current enabling technologies will need to be further configured and

integrated in order to meet the needs of the Shared Services Organization, but the only

new software requirements anticipated are administrative systems, portal, enterprise

level chat tool, and a call center telephony solution.

– Gap: Performance Reporting (anticipated to be filled for Human Resource (HR) / Finance

(Fin) / Procurement (Proc) with the new administrative systems)

– Gap: Portal (non-critical gap with easy workaround)

– Gap: Chat (Jabber chat tool has an insecure module)

– Gap: Call Center Telephony (expansion of T-Metrics would incur a significant

capital/conversion costs)

– The recommended document imaging & management tools are anticipated to meet the

specific needs of shared services but would likely not be suitable as a sole enterprise-

wide solution

– Detailed requirements for configuration and integration are to be developed during the

design phase

Next Steps: During the detailed design phase, the recommended existing technologies

should be further analyzed based on detailed requirements.

– If gaps are discovered, the use of external technologies should be considered. We

recommend that UT continue to put aside the same level of funding to support

configuration and unanticipated expenses discovered during the design phase. A case

management tool deep dive is also recommended.

ITHR

HR Service Center

HR Service Portfolio

Finance/Pro

Fin & Pro Service Center

Management Processes

Support Functions for Shared Services

IT Service Center

Finance & Procurement

Service Portfolio

Governance

Enabling Technologies Required for Shared Services

6

Enabling technologies will be required to support management processes and service

center operations across the Shared Services Organization’s operating model.Enabling Tech

Note: 1. Support Capabilities not already addressed elsewhere in the operating model

Support Capabilities based on ITIL1

IT Service Portfolio

Web Portal

Call Center Telephony, Communication (Chat, Email, Electronic Fax, Desktop Sharing)

Collaboration & Knowledge Management

Operational Reporting

Document Imaging & Management

Case Management

Interfaces with core functional technologies

Support Capabilities specific to the IT organization to be addressed in IT

functional area (e.g. service provisioning and IT-specific performance reporting)

Shared services support functions will use enterprise-wide technologies (e.g. financial management tools that are in use across the university used for financial accounting, billing and reporting)

Functionality

Scalability

Cost

Based on information gathered during interviews and demonstrations, existing

technologies were scored against high-level criteria.

Analysis Methodology

7

Interviews Criteria1

Demonstrations

Shared Services

Leading

Practices

Four gaps were found: Performance reporting capability of the existing operational reporting tools

(anticipated to be filled by the new administrative systems), Portal, Chat, and Call Center

Telephony.

Identified Existing

Technologies

Evaluated Against

High-Level Criteria

Scored Existing

Technologies

Does not meet

needed

functionality

Is not scalable

Significant

cost

No gaps in

functionality

No scalability

constraints

No cost

Notes: 1. Evaluation criteria are provided in the Appendix.

General criteria- Applicable to all or

most technology types

Technology-specificcriteria−Collaboration Criteria−Knowledge Management

Criteria−Portal Criteria−Operational Reporting

Criteria−Communication Criteria−Case Management

Criteria−Document Imaging/

Management Criteria

ITHR


Finance/Pro



Service Portfolio

Governance

Recommended Existing Enabling Technologies

8

Initial analysis finds that the following existing enabling technologies could be

leveraged to support the Shared Services Organization.Enabling Tech




HR Service CenterFin & Pro Service Center


IT Service Center

Web Portal

Call Center Telephony, Communication




Case ManagementFootprints

Call Center Telephony Chat E-Fax

WIkisAdobe Connect SharePoint

IQ/Cognos

Fujitsu Scanners Kofax

Portal

UTBox

Bomgar

askUS

Current Gap Existing Tech

Administrative System

Reporting

UT Imaging System

Email

Shared services support functions will use enterprise-wide technologies (e.g. financial management tools that are in use across the university will be used for financial accounting, billing and reporting)



Project Timeline

The Technology Map is a deliverable of the Shared Services Planning project Service

Delivery Model work stream.

FY2012-13 FY2013-14April May June July August September October November December January

PMO

CBO Assessment

Change Management Plan

Service Delivery Model

HR Future State Operating Model

Finance/Procurement Future State Operating

Model

IT Future State Operating Model

Revised Business Case

Draft

Shared

Services

Plan

Update Transform UT

website

Discuss with

stakeholder groups

Present to existing

forums (e.g. Town

Hall, FYI Session)

Roadshows to

colleges, schools and

units

Incorporate

feedback

and update

Shared

Services

Plan

Roll-out

update

Shared

Services

Plan to

Campus

Business

Productivity

Committee

Shared Services

Planning

Shared Services

Plan Campus

Dialogue

Shared Services

Implementation

Shared

Services

Operations

May-Dec. 2012 April-Sep. 2013 Sept.-Dec. 2013 1-4 years On-Going

9

Enabling technologies currently in use at UT Austin were identified and evaluated to

determine which technologies could support shared services, with a detailed

technology design to follow in the next phase.

Technology Map Approach

• Conduct interviews and

view demonstrations

with the owners and

operators of various

existing enabling

technologies to identify

the current technology

landscape

• Identification of existing

enabling technologies to

be evaluated

• Evaluate the viability of

current technology to

meet the high-level

functionality and

scalability needed to

support shared services

while minimizing cost

• Initial recommendations

of current technologies

that could be used to

enable shared services

Identify Existing

Technologies

Planning Phase Detailed Design

Evaluate

Existing

Technologies

• Design existing

technologies according

to detailed technology

requirements

• Recommend external

technologies to fill any

gaps discovered

• Final recommendations

of technologies to be

used to enable shared

services

Design

Technologies

Using Detailed

Requirements

This Phase Next Phases(2014+)

Implementation

Output Output Output

10

Enabling Technologies Required to Support Shared Services:

• Collaboration Tools allow shared services employees and customers to share and edit information or

documents

• Knowledge Management Tools store information for common and repeatable questions and allow it to

be accessible both internally and externally

• Operational Reporting Tools provide summarized and analyzed information related to the performance

of the shared service center

• Web Portals provide a single point of entry for shared services users to access information, self-service

tools, and other enabling technologies (e.g. case management)

• Call Center Telephony Tools manage and track the inflow of calls to the service center and within the

Shared Services Organization

• Communication Tools enable communication with shared services customers as well as between

employees

• Case Management Tools track and monitor queries and requests

• Document Imaging Tools enable conversion of inbound documents to a format which allows electronic

storage

• Document Management Tools allow documents to be electronically stored and referenced

Enabling technologies are tools required to promote quality customer service through

automating processes, consolidating and disseminating information, and providing

analytics and reporting within and beyond the walls the Shared Services Organization.

Summary: Required Shared Services Enabling Technologies

11

ITHR

HR Service Center


Finance/Pro




IT Service Center


Service Portfolio

Governance

Enabling Technologies Required for Shared Services

12

Enabling technologies will be required to support management processes and service

center operations across the Shared Services Organization’s operating model.Enabling Tech




Web Portal

Call Center Telephony, Communication (Chat, Email, Electronic Fax, Desktop Sharing)




Case Management

Interfaces with core functional technologies




Enabling Technologies – Supporting Management Processes

Collaboration &

Knowledge

Management Tools

Collaboration tools create a vehicle by which to share and edit information

and the production of documents. They enable multiple users to access and

update information (e.g., SharePoint or Wikis).

Knowledge Management tools store knowledge internal to the Shared

Services Organization in a central location, allowing managers and staff to

access and update as needed, and providing reference information to help

call center employees be more responsive and transaction processors to be

more productive. Knowledge management tools also serve as an external

knowledge base providing self-service capabilities to the customer (e.g. Self-

service knowledge).

Technology Purpose

Operational Reporting Tools

Operational Reporting tools are used by shared services to support

operations and agency reporting requests. Capabilities include interactive

dashboards, ad hoc queries, enterprise and financial reporting. Also, reporting

that is typically from the administrative system provides the ability for different

levels of the organization to measure performance using metrics such as Key

Performance Indicators (KPIs). Reporting enables self-service capabilities of

staff, drive metrics of day to day operations, and allow higher level KPIs to

drive quality management and strategic decisions at the executive level.

Reporting also establishes transparency of the services provided to

customers and executives. This area typically requires significant analysis

and design effort.

13

Enabling Technologies – Supporting the Service Center

Communication Tools

Technology Purpose

14

Web Portals

Web Portals are a single point of entry to users of the Shared Services

Organization, including employees, vendors, and customers. Portals provide

an aggregation of tools and information such as self-service for customers,

(e.g. change personal information, view pay check, reset password, request

and download software, request virtual server) knowledge, reporting, updates

on status of services, and buying for IT. Portals reduce manual intervention

from the service center as well as transaction processing times by allowing

customers to update key data and transactional information.

Communication tools include technologies such as email, electronic fax, chat,

and desktop sharing that facilitate communication between shared services

employees and customers.

Call Center Telephony

Call Center Telephony tools with functionality such as Integrated Voice

Response (IVR), Automatic Call Distribution (ACD) and call status reporting

allow the Shared Services Organization to maximize call management

productivity and customer service.

Enabling Technologies – Supporting the Service Center

Case Management

Tools

Case Management solutions provide a mechanism to log, track, monitor, and

manage activities and requests. They can provide insight into the efficiency

and effectiveness of the Shared Services Organization, help manage demand,

and ensure that critical issues are addressed in a timely manner by providing

the ability to prioritize activities and requests.

Technology Purpose

15

Document Imaging &

Document Management

Document Imaging technology enables the conversion of paper documents to

electronic formats early in the transaction cycle and facilitates the electronic

transfer of images for approval and/or archiving. Additional document imaging

functionality includes Optical Character Recognition (OCR), and integration of

images with administrative system applications which enables automated

processing. Documents imaged can also be received electronically (e.g. email,

electronic fax).

Document Management solutions allow documents to be securely stored,

indexed, and searched for based on metadata. The system may be set up to

integrate with an imaging solution and/or administrative system. As an enabling

technology within the Shared Service Organization, a document management

solution is used to enable the management of documents related to in-scope

functions and not to function as a complete centralized document management

service.

http://www.istockphoto.com/file_closeup/technology/computers/6042779-it-training.php?id=6042779

http://www.istockphoto.com/file_closeup/technology/computers/6042779-it-training.php?id=6042779

Summary: Existing UT Austin Enabling Technologies Analyzed

16

Existing Technologies Identified for Analysis:

Existing technologies were identified for analysis for all required shared services

enabling technology types.

Collaboration & Knowledge

Management Tools

Adobe Connect, SharePoint, askUS, Wikis, UTBox, WebSpace,

Austin Disk Services

Operational Reporting Tools IQ/Cognos, Batch Reporting, *DEFINE Report Writer, HRMS

Reporting, FileMaker Pro Database

Web Portals UT Direct

Call Center Telephony Tools T-Metrics

Communication Tools Email, Electronic Fax, Jabber (chat), Bomgar (remote desktop

support)

Case Management Tools Footprints, askUS, JIRA

Document Imaging Tools Fujitsu scanners, Toshiba scanners, Kofax

Document Management Tools UT Imaging System, Meridian

Existing Collaboration & Knowledge Management Tools

17

Technology Technologies

Currently in Use1

Description

Collaboration

& Knowledge

Management

Adobe Connect Web Conferencing uses Adobe Connect to enable faculty and staff to create and share

presentations and online training materials. It is used for desktop support, online learning,

and web conferencing. It is also currently used as video desktop support.

SharePoint SharePoint is a Microsoft product suite that provides the ability to create knowledge bases,

online surveys, discussion boards, and chats. Users can use SharePoint to produce,

organize, and distribute project information in a web site accessible by colleagues from

across the university and around the world. The application is Windows centric, allows

custom workflows, provides strong version control functionalities, and can be used for work

log tracking. Version control capability is a primary benefit as compared to Wikis.

askUS askUS is an Oracle-based external knowledge base which allows customers to search a

repository of over 1500 documents for answers to frequently asked questions regarding

university systems and processes. askUS is also integrated with a case management tool,

allowing customers to log a ticket if the issue needs further resolution.

Wikis Wikis are a type of web site that allows simple creation and editing of interlinked pages.

Users can edit and modify wikis in the browser rather than a separate HTML editor.

Currently used as file storage within ITS for all systems IT documents and for help desk

document storage. Mac compatibility/ usability are primary advantages vs. SharePoint.

UTBox UTBox cloud storage is a campus-wide service that allows faculty and staff at UT Austin to

use UTBox cloud-based file sharing for business use and for sharing both internal and

external to UT Austin. There are accessibility (ADA) issues with the Box web interface. File

size limited to 25GB.

WebSpace WebSpace allows university students, faculty, and staff to store copies of important

documents such as homework, class notes, and graphics, and access stored files from

anywhere using a Web browser. It allows for sharing external to UT Austin. It is considered

a legacy technology - UTBox is replacing WebSpace. File size limited to 1GB.

Austin Disk Services

(ADS)

Austin Disk Services, the largest file storage on campus, offer storage on central Windows

servers. It is Windows-based and includes file transfer work processes. The service is

limited to internal file sharing with the core use being interdepartmental file sharing.

Source: UT Austin Enabling Technologies Interviews May-June 2013, ITS website http://www.utexas.edu/its/,

Note: 1. List of current technologies not exhaustive

http://www.utexas.edu/its/

Existing Operational Reporting Tools

18


Currently in Use1

Description

Operational

Reporting

Information Quest

(IQ)/Cognos

The IQ data warehouse combines data from multiple campus systems, such as *DEFINE

and HRMS, allowing reports to be generated on university-wide data. Cognos is a web-

based tool that allows reports to be created from IQ data. The university has an enterprise

license for Cognos software. All Cognos 8 packages, reports, and cubes are available.

Access is restricted to the user’s subject area, and the data steward within each subject

area approves additional access.

Batch Reporting Batch reporting is available through FTP, Secure Report Systems, Webspace, and paper.

It requires a data analysts run queries in order to develop the needed report.

*DEFINE Report Writer Report Writer is a 20-year-old system in *DEFINE that allows users to generate “canned”

reports or select fields and run reports (often overnight). Report Writer is used for financial

operational reporting rather than institutional reporting.

HRMS Reporting HRMS has two web-based screens where users can produce reports by setting

parameters. HRMS reporting is used for HR operational reporting rather than institutional

reporting.

FileMaker Pro

Database

Many departments have their own FileMaker Pro Database which is used to analyze data

on own servers. Users analyze data in FileMaker or create a data dump and use

Excel/Access.



Notes: Splunk was mentioned as a potential Reporting tool. Under further investigation, Splunk was categorized as a component of core IT infrastructure that supports the IT

organization. The functionality of Splunk, along with other potential enabling technologies specific to IT, will be examined as part of the other “Support Capabilities based on ITIL”

reflected in the overall operating model and/or in the L2 processes of the IT Functional Tower


Existing Web Portal Tools

19


Currently in Use1

Description

Web Portal UT Direct UT Direct is a university-wide portal available to UT Austin students, faculty, and staff. The

portal provides customizable information based on your EID. The portal provides

information, notifications, links to systems such as HRMS, and self-service functions such

as time reporting. UT Direct is an aging system for which there are attempts to phase it out.

It has limited ability for integration of applications. It is currently integrated with payroll and

HRMS, but is not integrated with case management. It is not an actual provisioning tool.




Existing Call Center Telephony and Communication Tools

20


Currently in Use1

Description

Call Center

Telephony

T-Metrics T-Metrics provides Integrated Voice Response (IVR), Automatic Call Distribution (ACD) and

call status reporting capabilities. It is compatible with analogue telephony systems and

would require significant configuration to be integrated with VOIP.

Communication Email Austin Exchange Messaging Service (AEMS) provides Microsoft Exchange email services

to all UT Austin faculty and staff and is in the process of migration to Office 365. UTmail

provides Gmail email services to all UT Austin students and alumni.

Electronic Fax Fax services are available through various vendors across campus. Further analysis is

required to determine whether electronic faxing capabilities are available.

Jabber (Chat) Jabber is an open source chat tool used by ITS internally for technical support. This is not to

be confused with the Jabber tool owned by Cisco. Functionality includes instant messaging,

desktop sharing, and conferencing. ITS help desk used to take inquiries via web chat but

the service is currently unavailable due to one of the modules having a security concern.

Bomgar (Remote

Desktop)

Bombgar is a tool that allows IT service professionals to securely provide remote support to

computers and mobile devices. The enterprise level of Bombar has a support chat

functionality that is anticipated to be sufficiently secure and would support both internal chat

within a service desk and external chat with customers. Bomgar supports various mobile

and desktop platforms. The enterprise level software is not currently in use at UT Austin. An

upgrade would cost $30,0002.

Source: UT Austin Enabling Technologies Interviews May-June 2013, ITS website http://www.utexas.edu/its/, Bomgar.com,

Note:

1. List of current technologies not exhaustive

2. Bomgar price quote for 1 ‘virtual appliance’ and 25 licenses.


Existing Case Management Tools

21


Currently in Use1

Description

Case

Management

Footprints Footprints is a case management tool that allows tickets to be tracked, escalated, or

reassigned and provides email notices and reporting functions.

• User Base: Footprints is being used across 17 different departments/schools, each with

their own workspace, and has 426 concurrent and fixed agent licenses

• Security: Footprints is currently configured to segment information based on roles

• Reporting: Footprints reporting is being used to drive performance management

• Integration with other technologies: Footprints is integrated with the UT Directory/EID

database

• User Interface: As currently configured by certain units (e.g. ITS), email notifications are

not easy to understand by the customer (includes non value add information). These

emails can be simplified (e.g. as configured by Liberal Arts)

askUS askUS is an Oracle-based external knowledge base which allows customers to search a

repository of over 1500 documents for answers to frequently asked questions regarding

university systems and processes. askUS is also integrated with a case management tool,

allowing customers to log a ticket if the issue needs further resolution. As the Knowledge

Base is the primary advantage, askUS is primarily considered for its knowledge

management function in the Shared Services Organization but was also considered here

for its potential as the primary case management tool for Shared Services.

• User Base: askUS is being used by CFO and University Operations for 20 total users

• Security: askUS is not currently configured to segment information based on roles

• Reporting: askUS reporting is not currently being used to drive performance

management

• Integration with other technologies: askUS is not fully integrated with the UT

Directory/EID database

JIRA JIRA is an issue tracking system deployed by ITS and several other departments on

campus that is well-suited for management of software development and similar projects.

The Office of Accounting uses JIRA to handle institution accounting questions or problems

submitted by authorized users. When issues are resolved, an email is automatically

generated.




Existing Document Imaging and Management Tools

22


Currently in Use1

Description

Document

Imaging

Fujitsu and Toshiba

scanners

Two new Fujitsu scanners are used by FIS for back end production imaging. Older

Toshiba scanners are used by HRS for back end production imaging.

Document

Imaging

Kofax Kofax is the document imaging system used by SIS, FIS, and HRS (all using different

versions). Metadata is consistent across financial records. Viewing is limited to

creator/approver though workarounds exist. There is an effort to include requirements for a

document imaging system that allows inputs from multiple sources in all formats in the

RFP for the next phase of the administrative system.

Document

Management

UT Imaging System

(Repository)

‘UT Imaging System’ is the document repository, which only accepts TIFF files, used by

SIS, FIS, and HRS. Not to be confused with the ‘Document Repository’, a core technology

used by ITS to store inputted electronic forms. Additionally, an ‘Operations Repository’ is

used by Operations departments.

Document

Management

Meridian Meridian is a document management system that can manage engineering documents

and blueprints currently in use by 6 departments in Operations.


Note:

1. List of current technologies not exhaustive

2. In addition to UT Austin repositories, the is leveraging ‘Apply Texas’, a UT System-wide repository for general applications

Document Type: Electronic Physical

Repository Name: Document Repository UT Imaging System Operations Repository

Managed By: ITS- Sunil Narvekar SIS – Shan EvansOperations – Nicole Hollon,

Windy Hardaway

Used By:59 applications with 2.9 million

documentsSIS FIS HRS 6 departments in Operations

Inputting Method: Electronic forms Kofax Kofax Kofax Meridian

Hardware: None Fujitsu Toshiba Multi-function copy machine

Document Retention:Records Management manages UT Austin’s document retention policy across the university, however

there is a lack of enforcement due to the decentralized nature of document imaging


Summary: Findings and Recommendations

23

Current enabling technologies will need to be further configured and integrated in order

to meet the needs of the Shared Services Organization, but the only new software

requirements anticipated are administrative system, a portal, chat, and call center

telephony solution.

Findings:

• Enabling technologies currently in use at UT Austin largely meet the high-level functionality, scalability, and cost criteria likely to be required by the Shared Services Organization

• Four gaps were found: Performance reporting capability of the existing reporting tools (anticipated to be filled for HR/Fin/Proc with the new administrative system), Portal (non-critical gap with easy workaround), Chat (Jabber chat tool has an insecure module), and Call Center Telephony (expansion of T-Metrics to support shared services would require significant capital/conversion expenditure)

• Existing technologies will have to be further configured to serve and integrate with the shared services organization based on detailed requirements to be developed in the detailed design phase

Recommended Existing Technologies:

Collaboration & Knowledge

Management Tools

Adobe Connect, SharePoint, askUS, Wikis, UTBox

Operational Reporting Tools IQ/Cognos

Web Portals UT Direct

Call Center Telephony Tools

Communication Tools Email, Electronic Fax, Bomgar

Case Management Tools Footprints

Document Imaging Tools Fujitsu scanners, Kofax

Document Management Tools UT Imaging System

ITHR


Finance/Pro



Service Portfolio

Governance

Recommended Existing Enabling Technologies

24

Initial analysis finds that the following existing enabling technologies could be

leveraged to support the Shared Services Organization.Enabling Tech




HR Service CenterFin & Pro Service Center


IT Service Center

Web Portal

Call Center Telephony, Communication




Case ManagementFootprints

Call Center Telephony Chat E-Fax

WIkisAdobe Connect SharePoint

IQ/Cognos

Fujitsu Scanners Kofax

Portal

UTBox

Bomgar

askUS

Current Gap Existing Tech

Administrative System

Reporting

UT Imaging System

Email




Evaluation of recommended existing technologies indicates collaboration and knowledge

management tools currently in use at UT Austin could support shared services.

Evaluation of Existing Collaboration & Knowledge

Management Technologies

25

Technology Functionality Scalability Cost Comments

Adobe Connect

(Collaboration)

• Recommended for web conferencing

• Video support should be done under the chat tool

SharePoint

(Collaboration,

Knowledge Mgmt.)

• Recommended as for document production and

sharing due to its better version control capability

• Branded URL will incur higher cost and requires

more lead time to be set up

askUS

(Knowledge Mgmt.)

• Recommended as external knowledge

management tool with referral links to the

recommended case management tool, Footprints

Wikis

(Collaboration,

Knowledge Mgmt.)

• Recommended for internal knowledge production

as it is faster to update and more compatible with

Mac than SharePoint

• Clear delineation between the role of Wikis and

SharePoint is required

UTBox

(Collaboration)

• Recommended for file sharing as it is available for

both internal and external use and has larger

capacity than WebSpace

• There are accessibility (ADA) issues with the Box

web interface

WebSpace

(Collaboration)

• Not recommended for file sharing as it has a more

limited capacity than UTBox and use is decreasing

as use of UTBox is increasing

Austin Disk

Services

(Collaboration)

• User base is limited due to specificity of its

functionality and is only for internal use

Recommended

Evaluation of recommended existing technologies indicates operational reporting tools

currently in use at UT Austin could support shared services although a gap in

functionality exists.

.

26


IQ/Cognos

(Operational

Reporting)

Gap

• Recommended for use for operational reporting

• When a new subject area (such as the Shared

Services Organization) is added, resources are

needed from the subject area to aid in developing

data structures and reporting needs

• Gap in IQ is a capability for performance reporting

(performance against KPIs, etc.) which is expected

to be provided by the administrative system

• IT-specific performance reporting requirements will

be addressed in the IT functional area documents

Batch Reporting

(Operational

Reporting)

• Not recommended for use in Shared Services

because report creation requires a significant

higher effort and wait time than report creation

through IQ/Cognos

*DEFINE Report

Writer

(Operational

Reporting)

• Not recommended for use. Administrative systems

replacement is pending

HRMS Reporting

(Operational

Reporting)

• Not recommended for use. Administrative systems

replacement is pending

FileMaker Pro

Database

(Operational

Reporting)

• Not recommended for use as it is primarily used at

the department rather than the institutional level, is

not integrated with source systems, and does not

provide real-time reporting

Evaluation of Existing Operational Reporting Technologies

Recommended

Evaluation of recommended existing technologies indicates a gap in functionality

exists with web portal tools currently in use at UT Austin.

Evaluation of Existing Web Portal Technologies

27


UT Direct

(Portal) Gap

• UT Direct is an aging system with limited ability for

integration of applications. It is currently integrated

with payroll and HRMS but is not integrated with

case management

• This is a non-urgent gap, as the workaround is to

create “link farm” pages for non-integrated

applications

• Portal page(s) should be developed to support

shared service

Recommended

Evaluation of recommended existing technologies indicates call center telephony tools

currently in use at UT Austin could support shared services.

Evaluation of Existing Call Center Telephony Technologies

28


T-Metrics

(Call Center

Telephony)Gap

• Not recommended as call center telephony

solution due to the significant capital cost of

expansion of T-Metrics for use in shared services,

as well as significant conversion expenditure

required to allow integration with VOIP as current

T-Metrics system is compatible with analogue

telephony systems

• Internet2, a call center telephony solution not

currently available at UT Austin, should be further

evaluated for possible better scalability and lower

cost

• Further information on Internet 2 is noted in the

appendix

Recommended

Evaluation of recommended existing technologies indicates communication tools


Evaluation of Existing Communication Technologies

29


Email

(Communication)

• Recommended for email communication

• Incoming and outgoing email communications

need to be compatible with various formats, e.g.,

Microsoft Exchange email and UT Mail (Gmail)

Electronic Fax

(Communication)• Recommended for e-faxing

Jabber

(Communication-

Chat) Gap

• Not recommended for chat support due to a

security concern with one module

• Also has lack of vendor support, and manual user

entry

Bomgar

(Communication-

Remote Desktop)

• Recommended for continued remote desktop

support

• Cost does not reflect a potential upgrade to the

enterprise version of Bomgar in the case that

Bomgar would be selected as the chat tool for

shared services. Licenses hold significant cost

($30,000 per 25 licenses)

Recommended

Case management tools currently in use at UT Austin could support shared services,

but a deeper dive into Footprints vs. ServiceNow is suggested.

Evaluation of Existing Case Management Technologies

30


Footprints

(Case

Management)

• Recommended for consideration as case

management tool as it has robust case

management functionality, is integrated with

customer data (UT EID/ TED) and is currently in

widespread use across 17 units

• Footprints will likely require significant

configuration in order to become a user and

customer friendly tool (e.g., email notifications, user

interfaces, reporting)

• Issue categorization should be customer centric,

(e.g., not based on zero-based budget)

• Chat tool should be integrated with case

management to provide additional channel

• Functionality not currently in use could be further

investigated during the design phase

askUS

(Case

Management)

• Not recommended for use as a case management

tool as it is not as fully integrated with customer

data (TED) as Footprints, it is not currently

configured to segment information based on

function/roles, is not currently being robustly used

for performance management reporting, and has a

lower user base than Footprints

• Functionality not currently in use could be further

investigated during the design phase

JIRA

(Case

Management)

• Not recommended for use as a customer-facing

case management tool as it is better suited to

project-based issue tracking and is used to

manage software development and similar

projects. It is not currently a customer-facing

ticketing system.

Recommended

Evaluation of recommended existing technologies indicates document imaging tools


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Fujitsu Scanners

(Document

Imaging)

• Recommended as hardware for document imaging

• Current scanners are new or young

Toshiba Scanners

(Document

Imaging)

• Not recommended as hardware is older than

Fujitsu scanners

Kofax

(Document

Imaging)

• Recommended for document imaging to support

in-scope Finance/Procurement, HR, and IT

functions. Further analysis is required to determine

if the system could be used to centrally support all

imaging across the university

• There is an effort to include requirements for a

document imaging system that allows inputs from

multiple sources in all formats in the RFP for the

next phase of the administrative system

• Record retention code should be associated to

documents to simplify document retention

• There should be a uniform set of metadata by

business function across the university

• Security should be configurable by function, role,

or department

Evaluation of Existing Document Imaging Technologies

Recommended

Evaluation of recommended existing technologies indicates document management

tools currently in use at UT Austin could support shared services.

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UT Imaging

System (Document

Management)

• The ‘UT Imaging System’ repository only accepts

TIFF files

• Recommended for document management to

support in-scope Finance/Procurement, HR, and IT

functions, assuming all incoming files are able to

be easily and optimally stored TIFF format. Further

analysis is required to determine if the system

could be used to centrally support document

management across the university

Meridian

(Document

Management)

• Not recommended as Meridian is not currently

used by FIS or HRS

• Meridian has functionality to process engineering

documents and blueprints, however this advanced

functionality would not be required to support in-

scope Finance/Procurement, HR, and IT functions

Evaluation of Existing Document Management Technologies

Recommended

The following criteria were used in scoring the viability of existing technologies at a

high-level and should be used as a basis to develop more detailed requirements to

further evaluate these existing technologies.

General Criteria For Enabling Technologies

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Criteria Description

Workflow1Technologies should have a basic level of workflow to allow incidents, documents, calls and other

items to be routed based on business rules or manual intervention.

SecurityTechnologies should support role-based security and the need for segregation of duty. All

technologies need to comply with the information security standards and policies at UT Austin.

Reporting & Analytics2Technologies should be able to provide reporting and analytics features to enable service

management tracking.

Forms3 Technologies should support the use of web-intake forms.

IntegrationTechnologies should integrate with other key technologies used for the service delivery and

management (e.g. Administrative System, Service Monitoring).

User InterfaceTechnologies should have an easy user interface that allows quick navigations within and among

the tools for both shared services operators and consumers of the service.

User Base Technologies need to be able to scale so that UT Austin as a whole can be efficiently supported.

Cost to Serve The cost to serve should be minimized while ensuring the needed functionality is provided.

Notes:

1. Workflow not applicable for collaboration, portal, and reporting tools

2. Reporting & Analytics not applicable for collaboration tools

3. Forms not applicable for communication, collaboration, knowledge management, and portal tools

The following additional criteria were used in scoring the viability of existing

collaboration, knowledge management, and portal technologies at a high-level and

should be used as a basis to develop more detailed requirements to further evaluate.

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Knowledge

Management Version

Control

Knowledge management should have version control capabilities to track updates and progress.

Knowledge

Management Search

Knowledge management should have key word search abilities allowing for content to be easily

retrieved.

External Knowledge

BaseKnowledge management should provide an external knowledge base with search capabilities.

Portal and Knowledge

Management

Integration

Knowledge management tool should be integrated with the portal allowing content and information

to be managed in one tool.

Portal ‘Bulletin Board’ Portal should have a ‘bulletin board’ feature that allows updates and key messages to be posted.

Portal Dynamic

ContentPortal content should be dynamic based on the user’s role.

Portal Interfaces with

Core Technologies

and other Enabling

Technologies

Portal should integrate self-service functions (e.g. change personal information, view pay check,

reset password, request and download software, request virtual server), case management tools

(e.g. log ticket, view ticket status), and other core technologies (e.g. initiate transactions, view work

lists).

Collaboration/ Knowledge Management/ Portal Criteria


operational reporting technologies at a high-level and should be used as a basis to

develop more detailed requirements to further evaluate.

Operational Reporting Criteria

35


Real-Time Reporting Reporting technology should support real-time reporting and analytics.

Multiple Source

Systems

Reporting tools should have the ability to combine data from the case management tool, call center

telephony system and the administrative system solution to provide full end-to-end reporting.

Historical Data Reporting technology should provide the ability to track historic trends and performance.


communication technologies at a high-level and should be used as a basis to develop

more detailed requirements to further evaluate.

Call Center Telephony Criteria

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IVR

Call Center Telephony tool should have Interactive Voice Response (IVR) functionality – ‘phone tree’

of touch tone options. IVR must be programed to provide superior customer service, best

accommodate the business processes and optimize call agent productivity.

ACD

Call Center Telephony tool should have Automatic Call Distribution (ACD) functionality - ability to

manage and route calls appropriately (based on the call type flagged by the IVR) and manage the

distribution of calls across agent queues based on current volumes and call taker status.

Transfers Call Center Telephony tool should support the ability to complete both warm and cold transfers.

Status UpdateCall Center Telephony tool should provide customer service specialists and supervisors the ability to

place themselves in different statuses (e.g. unavailable) to drive call to next available agent.


communication technologies at a high-level and should be used as a basis to develop


Communication Criteria

37


Email Notification

Format

Incoming and outgoing Email communications need to be compatible with various formats,

especially in relation to the case management tool.

Electronic Fax Fax tools should allows customers to submit documents electronically.

Chat Customer

Support

Chat technologies should allow Call Center representatives to provide support to end users by

online chat, video, and remote desktop capture.

The following additional criteria were used in scoring the viability of existing case

management technologies at a high-level and should be used as a basis to develop


Case Management Criteria

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Inquiry Tracking

Case management tool should allow inquiries and requests to be tracked and monitored; incidents

are logged, acted upon, escalated when appropriate, and closed upon customer

agreement/resolution. Customers should be able to view the status of their inquiry.

Workload

Management

Case management tool should allow supervisors/managers to view case workload and open cases

and have ability to reassign cases as necessary

AttachmentsCase management tool should allow attachments to individual cases including Microsoft Office

documents, emails and images

EscalationCase management tool should flag aging tickets for management attention or to be reassigned to

other service providers.

Email IntegrationCase management tools should have the ability to send notifications, including notifications to

requester and high-priority tickets to management.

Integration with

Customer Data

Case management tools should be integrated with basic customer data with periodic or real-time

updates to ensure data consistency and availability.

The following additional criteria were used in scoring the viability of existing document

imaging and document management technologies at a high-level and should be used

as a basis to develop more detailed requirements to further evaluate.

Document Imaging/Management Criteria

39


Scanning CapacityDocument imaging solution should be able to scan sufficient pages of incoming documents per

minute to meet the Shared Services Organization’s needs.

Document Size

AllowanceDocument imaging solution should be able to accommodate different document sizes.

Customized

Metadata

Document management solution should allow for different metadata to be recorded for different

types of documents (e.g. invoice documents will record vendor id, receipt date and department while

a child’s birth certificate will record employee id and relationship).

Integration with

Inputting

Technologies

Document management solution should allow documents to be ‘inputted’ from different sources

(document imaging technology, fax, email attachments, case management tool, self service portal

etc.).

Archiving Document management solution should have an archival system to store historic documents.

Storage Capacity

Document management should have the performance criteria to store sufficient documents to meet

the Shared Services Organization’s needs in the active database and allow for a reasonable

retrieval times.

Multiple Documents

per Document TypeDocument management should allow multiple documents to be stored for a given document type.

Record RetentionDocument management should have the ability to effectively manage the aging of documents,

including disposal based on the university’s record retention policy.

Potential New Enabling Technologies (1 of 2)

40


Not Currently

in Use

Description Advantages Disadvantages

Call Center

Telephony

Internet2 Internet2 offers cloud-based

hosted PBX service that

includes unified

communications, call center,

and other services. The

technology is not currently

used at UT Austin but should

be further investigated due to

potential advantages when

compared to T-Metrics

• Cost: cost to implement

Internet2 is lower than T-

Metrics as implementing T-

Metrics incurs a significant

capital cost

• Scalability: Internet2 has

the potential to be

expanded more quickly

and on a larger scale than

T-Metrics

• User Base: Internet2 is not

currently in use at UT

Austin

• Early Adoption Stage:

Internet2 is in early

adoption stages with

availability to all eligible

campuses in spring 2013.

Early adopters include

Texas A&M University,

Tulane University, and

University of Maryland,

Baltimore County

Operational

Reporting

Performance

Tracking and

Reporting

Tracking of performance

against a particular set of

KPIs or SLAs is typically a

function of the administrative

system. If Shared Services is

implemented in lockstep with

the administrative system

solution, there will be no

reporting gap for Shared

Services

• Unknown until the

administrative system and

reporting requirements are

determined

• Unknown until the

administrative system and

reporting requirements are

determined

Source: UT Austin Enabling Technologies Interviews May-June 2013, http://www.internet2.edu/netplus/sip/,

http://www.internet2.edu/netplus/sip/

Potential New Enabling Technologies (2 of 2)

41


Not Currently

in Use

Description Advantages Disadvantages

Case

Management

ServiceNow ServiceNow offers cloud

based case management

software built on the IT

Infrastructure Library (ITIL)

framework . ServiceNow

integrates knowledge

management, case

management, chat, reporting,

self-service, and portal

functionalities in one tool.

Higher education institutions

currently using ServiceNow

include the University of

Michigan, New York

University, Ohio State and

Columbia. New York

University and Columbia

previously used BMC

Remedy before converting to

ServiceNow.

• One Tool, Many Functions:

ServiceNow combines the

functionality currently found at

UT Austin across Footprints,

askUS, Jabber and possibly

UT Direct portal into one tool

• User Interface: ServiceNow is

highly configurable , providing

an easy to use interface to the

customer while providing a

flexible and customizable

home page to the service

center employee

• Mobile Access: ServiceNow is

accessible from mobile

devices

• Security: ServiceNow allows

inquiries to be routed and

segmented based on

function/roles

• Reporting: ServiceNow

provides comprehensive and

easy to use out of the box and

ad-hoc reporting

• Configuration Effort:

ServiceNow is highly and

easily configurable within a

short timeframe

• User Base:

ServiceNow is not

currently in use at UT

Austin

• Cost: Implementing

ServiceNow would

incur higher costs than

Footprints due to

ongoing licensing

costs, implementation

costs, and training

costs

Source: UT Austin Enabling Technologies Interviews May-June 2013, http://www.servicenow.com/service-desk.do

http://www.servicenow.com/service-desk.do

Evaluation of Potential New Enabling Technologies

42

Potential new technologies were evaluated against the same criteria as existing

technologies to determine their viability to be used at UT Austin to support shared

services.


Internet2

(Call Center

Telephony)

• Cost to implement Internet2 is lower than T-Metrics

as implementing T-Metrics incurs a significant

capital and conversion cost

• Quote for Internet2 is outstanding with the

Telephony Team

• Internet2 has the potential to be expanded more

quickly and on a larger scale than T-Metrics

ServiceNow

(Case

Management)

• Implementing ServiceNow would incur higher

costs than Footprints due to ongoing licensing

costs, implementation costs, and training costs

• Cost to implement ServiceNow across 450+ users

within 17-18 departments, including change

management and project management, is broadly

estimated to otal $2.8M- $3,2M, not including

ServiceNow licensing fees1

Notes:

1. This is an estimated cost that is subject to change based on detailed design factors.

Recommended

43

The operating model describes the capabilities of the Shared Services Organization.

Operating Model Principles

The operating model is:

It is a map of capabilities of the Shared Services

Organization. It describes functions that are

performed within Shared Services to either

deliver services or support the delivery of the

services.

The operating model was developed according to the following principles:

• Consistent:

The operating model describes a set of capabilities required for all functions that can also be shared at a

high level across IT, HR, Finance, and Procurement.

• Widely Applicable:

Mirror capabilities across functions make the operating model applicable to a wide variety of

implementation phasing plans as well as a variety of organizational decisions, e.g. the operating model

would be applicable regardless of if there end up being one, two, or three Shared Services Organizations.

• Customizable:

While each functional area (IT, HR, Finance, and Procurement) shares high-level capabilities, they also

have the flexibility to customize the implementation of each capability as per their specific functional

needs. For example, IT requires a “configuration management” capability within its service center, while

the other functions do not.

The operating model is not:

It is not an organizational design, does not

describe the division of responsibility amongst

teams or departments, and is not indicative of

job positions that would eventually be

recommended.

Governance Capabilities


Delivery of Services

The colors within the operating model represent certain capabilities required for a high-

performing shared service center.

UT Austin Shared Service Operating Model

Blue

UT Orange

Green

GoldSupport Functions for

Shared Services

44

IT Operating Model


HR Model

HR Service Center


Finance/Pro Model

UT Austin Shared Services Operating Model




Governance

Functional / TechnicalStrategic Operational

Document Imaging

Relationship

Management

Service Center

ManagementQuality Management

Knowledge

Management

HR2 Procurement2Finance2 Facilities

Management

Supplier

ManagementCommunicationsTrainingIT Support2

IT Service Center

Self-Service

Service Desk


Service Portfolio


General Acctg. & Reporting

Accounts Payable

Travel & Entertainment

Budgeting

Fixed Asset Inventory

AR and Collections

Recruitment

Employee Administration

Payroll

Employee Services

Requisition to Order

HR Info Systems

Infrastructure

Application and Info3 End User Computing

Collaboration3

Note: 1 Support Capabilities not already addressed elsewhere in the operating model 2 Support to all parts of the shared services organization provided by each functional service portfolio 3 Not in scope of analysis for Shared Services Planning Project

45

Network

Data Center

Data Storage

Virtual Compute

Platform

Research

Academic

Admin

Voice

Email

Productivity

Video

End User Services

• Governance: refers to the processes and procedures for setting Shared Services policy, strategic

direction or settling issues for the Shared Services Organization or between the Shared Services

Organization and departments/schools

• Management Processes: facilitates the successful operation of a long-lasting, high performing, service-

oriented operation. Enables both operational and individual performance to be measured consistently

across all functions and provides a mechanism for continuous improvement

• Customer Service Center: comprises the capability to respond to customer inquiries through various

channels. It also includes the strategy to ensure customer inquiries are being managed in the highest

quality and most effective and efficient manner possible

• Finance/Procurement Functional Tower: capability to process transactions across General Accounting

& Reporting, Accounts Payable, Travel & Entertainment, Budgeting, Fixed Asset Accounting, Accounts

Receivable and Collections, and Requisition to Order on behalf of UT departments/ schools

• HR Functional Tower: capability to process transactions across Recruitment & Deployment, Employee

Administration, Payroll, Time Administration, Training Administration, Compensation Administration,

Leave Transactions, and Benefits & Pension Administration on behalf of UT departments/schools

• IT Functional Tower: capability to provide End User Support, Application Maintenance, Application

Development, Infrastructure Maintenance, and Infrastructure Development services to UT

departments/schools

• Support Functions for Shared Services: operational activities necessary to ensure the smooth

functioning of Shared Services

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Organization Design Component Definitions

During the detailed design phase, the recommended existing technologies should be

further analyzed based on detailed requirements.

Next Steps

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Next Steps:

• Develop detailed enabling technology requirements

• Analyze recommended existing technologies based on detailed requirements

• Do a deeper dive on the case management tools Footprints and ServiceNow to determine if

there is a case for moving to ServiceNow

• Investigate software solutions to fill the identified gaps of Chat, Portal, Call-center

Telephony, and any requirements in Performance Reporting not covered by the

administrative system

• Consider the use of external technologies if any additional gaps are discovered

Shared Services Technology Map

Documents

Transcript of Shared Services Technology Map