Strategic Outsourcing: Navigating smooth Workspace Transitions in Workspace Technology

Discover how external expertise transforms operations, mitigates risks, and ensures success in navigating workspace technology shifts. 

In a time marked by rapid technological advancements and dynamic market landscapes, organizations are constantly seeking innovative ways to stay ahead of the curve. As organizations navigate the complex landscape of modern business, the strategic decision to outsource has emerged as a successful and transformative strategy. This whitepaper studies the pivotal role outsourcing plays in optimizing efficiency and mitigating risks. By tapping into external skills, businesses not only get access to tech experts but also make operations smoother and safer.

Some common benefits of outsourcing are:

  1. Access to Specialized Skills and Technologies:

Bring in outside experts to use the latest skills and technologies that might be hard to find within your own team.

  1. Focus on Core Competencies:

Make things simpler by concentrating your team’s efforts on what they do best, so you can achieve your big business goals more effectively.

  1. Cost Savings and Resource Optimization:

Save money by not spending too much on hiring and training new employees. Instead, make the most of what you have for better efficiency.

  1. Flexibility and Scalability:

Be ready for changes in the market by being flexible and scalable with outsourcing. You can adapt quickly without spending a lot upfront.

  1. Risk Mitigation:

Reduce the risks your team faces by handing some tasks to experts outside your company. This way, you build a stronger and more resilient business.

 

What is the project setup process?

 

  1. Define the Plan (Create a Scope of Work):

It’s like making a map. Write down exactly what needs to be done and what the end results should be. Here we can talk about how often clients may not be able to explain their requirements perfectly. As a project partner, its is our job to enable out client discover and co create the plan.

A major Healthcare client was moving from Microsoft platform to Google Workspace platform. They were seeking a partner to setup a service desk to handle multiple phases of the transition to Google Workspace. The support required answering and resolving “how-to” questions, triaging issues and transferring issues to support groups using the partners ACD system and the Client’s FootPrints ticketing system. As a IT project partner, we worked very closely with the client to develop the scope and anticipate the needs of the client.

  1. Gather Your Team (Find Resources):

Just like you need the right people for a trip, find the experts who can handle the different tasks and offer support. We can explain using relevant case study example and speak about how we brought professional staffing agency when requirement and we also used client’s internal team to maximize efforts When needed, it is imperative to bring in external resources. While working on one of the projects, the client wanted to transition their workspace, we collaborated with professional staffing agency for the right skills. This helped in faster turn around time for the client.

  1. Schedule Your Crew (Create a Staffing Schedule):

Plan out when each team member will be working. It’s like making sure someone is always there to help, no matter the time. For example, Mechdyne outlined coverage for 24/7 support as per the needs of the project.

  1. Equip Your Team (Identify Tools):

Give your team the right tools for the job. Identify what applications and technologies they need to make the project run smoothly. Mechdyne used the ACD tool, Jive, for call handling, to support with appropriate tools.

  1. Train Your Team (Training Support Staff):

Teach your team how to use everything. Think of it like a quick tutorial on the processes, documentation, and tools they’ll be working with.

  1. Stay Informed (Setup Reporting):

Create a system to keep track of what’s happening. It’s like checking your GPS during a trip – you want to know where you are and how things are going. At Mechdyne, we create a system to monitor the project status for continuous reporting.

 

Who is involved in IT project team?

The project team is a group of individuals who are working on a shared project together, with shared goals and objectives. Everyone on the project team has a responsibility to perform their tasks and contribute to the success of the project. Because there are usually several individuals on the project team, you will find a mixture of individuals with varying skills, abilities and experiences, and it’s common for a project team to be cross-functional or to comprise people from different teams within the organization. A typical IT project can include a Partner, client stakeholders or support team, Program manager and Team Lead.

We also spend time working with the client’s internal IT teams. We work together to understand the type of support required, what tasks are involved, what access is necessary, what documentation is available and staffing volumes required throughout each day. Together we formulate a training plan, which includes direct training from the client’s IT team.

 

When is the Service Desk needed for projects?

Service desks are important in IT projects because they provide a single point of contact for users who need help during the project period. Projects can require skills and resources that are not part of the client’s core support and contact volumes can surge in a very short period of time. If a project has a fixed time period, it helps to engage a service desk with resources that can be scheduled for that fixed period of time, limiting any disruption to the client’s core support staff.

 

Why is the Service Desk used for projects?

  • The service desk centralizes communication during the project period.
  • Projects types can vary so specific skills are required to support the project.
  • The service desk is flexible so resources can be added or removed to handle the project volume changes.
  • The utilization of a Service Desk in the context of projects is multifaceted, contributing significantly to project success.

 

Firstly, the Service Desk serves as a centralized hub for communication throughout the project lifecycle. This centralization ensures that information flows seamlessly, promoting collaboration and efficient issue resolution. By acting as a focal point for communication, the Service Desk enhances coordination, facilitates rapid decision-making, and minimizes the risk of information silos that can impede project progress.

Secondly, the diverse nature of projects necessitates specialized skills that may not be readily available within the client’s existing support structure. The Service Desk addresses this challenge by providing access to a spectrum of skills tailored to the specific requirements of the project. This ensures that the project is supported by a team with expertise aligned precisely with the demands of the initiative, thereby optimizing problem-solving and resource utilization.

 

Here’s how Mechdyne IT and AV Managed Services partnered with clients in the Healthcare industry to efficiently carry out the workspace technology transition.

 

Google Workspace Transition for a HealthCare Client

 

Introduction and Background:

This case study explores the successful partnership between Mechdyne and a Healthcare during their migration from the Microsoft platform to Google Workspace.

Project Initiation: A major Healthcare client was moving from Microsoft platform to Google Workspace platform. They were seeking a partner to setup a service desk to handle multiple phases of the transition to Google Workspace. The support required answering and resolving “how-to” questions, triaging issues and transferring issues to support groups using the partners ACD system and the Client’s FootPrints ticketing system.

Planning and Staffing:  The planning phase, initiated in October 2020, began with our team developing a staffing model template. This template outlined coverage for 24×7 support, specifying the required number of agents and Team Leads for each shift.

The focus then moved to support tools and access for the staff. We were providing the ACD tool, Jive, to handle calls and voicemails from the users and to record the tickets in the Client’s FootPrints ticketing system. The ACD system also had the capabilities of recording calls to review for call and agent quality. We also needed access to FootPrints reporting capabilities to export data for root/cause analysis of the trends of tickets the serviced desk was handling and routing.

Customized Support Model:

The individual agents and Team Lead needed to be knowledgeable and skilled on the full Google Workspace Suite. So, we created a job description that matched the precise skillset we needed each agent and Team Lead to have and engaged a staffing agency to provide the volume of staff needed to handle the support. The model called for 1 Program Manager, 100 agents and 8 Team Leads to manage the support. There were also Service Levels in place to measure success. The monthly targets were 80% resolution on all Google related issues and a maximum of 4-hour response time on 90% of voicemails.

Project Implementation:

Once the model, hardware and requirements were approved, a Project Plan was developed to support 37,000 users 24 x7 with a 10-minute average handle time. The time to implement the solution was 5-6 weeks which started on 12/22/20 with a target go live of 2/1/21. The goal was to staff service desk support for an initial rollout of 2,500 users with 24 x 7 coverage. Then to increase staff to support the full 37,000 users on 3/1/21.

 

Logistical Challenges and Solutions:

There were many logistical tasks that were addressed before the initial support began.

  • Jive, the ACD system, needed to be setup to receive calls through a tollfree number and offer voicemail for users to leave a message.
  • All calls needed to be recorded and readily available to review as needed. Jive also offered a live dashboard to monitor calls coming in, duration of calls, which agents were logged in ready to receive calls and reporting to review daily data.
  • Chromebooks were imaged with the same login and software tools for each support staff person to use and asset tags were used to tracking the specific device to the specific support person.
  • Chat using Google Chat was added as an additional contact method for the client’s IT team to contact us directly for any escalations or questions.
  • Hardware was then shipped, each shipment included a Chromebook, monitor, headset, keyboard and mouse along with instructions on how to login into the Chromebook and a return shipping label for when the project ended.
  • All the hardware was staged in a room specifically for the project hardware so shipments and returns could be monitored.
  • A staffing scheduled was created to identify agents and Team Lead coverage hours over the 24 x 7 support timeframe. The recruiting vendor provided a web-based tool for approving support staffing timesheets with the capabilities of printing out hard copies to use with invoicing.
  • Lastly, Footprints access was setup using a form that each support staff member completed so their credentials could be setup. The Program Manager and Team Leads were also setup with reporting access to monitor ticket trends.

Training and Go-Live:

Before the project went live on 2/1/21, the support team underwent three training sessions covering Chromebook login procedures, support tools access, and user support expectations. The sessions allowed the team to familiarize themselves with tools like Jive/FootPrints and receive guidance from the client on assisting users. The initial phase began with (2) Team Leads and (18) agents, supporting 2,500 users 24/7.

In the first month, an additional (6) Team Leads and (75) agents completed training to prepare for the next phase, supporting 37,000 users. Daily reports were provided to the client, detailing call, voicemail, and ticket volumes, along with trends in ticket issues. The second phase commenced on 3/1/21 with (8) Team Leads and (93) agents, maintaining 24/7 coverage. Due to high contact volumes, support continued through 6/30/21, with coverage hours reduced to 5 am-9 pm, seven days a week.

As volume normalized, the support team was scaled down to (2) Team Leads and (10) agents, extending service desk support through 7/31/21 with adjusted coverage hours (7 am-9 pm, five days a week). Meanwhile, a sub-team was formed to create knowledge-based articles for the client’s internal service desk. This effort allowed support to be extended further, through 9/30/21.

Throughout the process, the team adapted to changing demands, adjusted coverage hours, and provided ongoing support while collaboratively creating documentation for a smooth transition to the client’s internal service desk.

 

Additional Project Phases:

During these months the client discovered a need to provide a service desk to the users for a Domain change rollout in the now Google environment. Due to the success of the Google rollout support we were given to training and access required to support the Domain change rollout project. The Domain change project was supported through 12/1/2021 with (3) Team Leads and (10) agents. Once the Domain change project volume decreased we downsized the support team to match the volume trends with (2) Team Leads and (8) agents through 6/30/22 at which time the internal client service desk took over support.

Also, during the support periods we had staff turnover that made some periods challenging in finding backfills for the exact period of time that coverage was needed and in getting the replacement agent in place timely with getting hardware shipping, getting access setup and training on the hardware, access, tools and process to be able to provide support on the project.

 

In the end, we redefined processes and logistics from what we learned and setup ourselves up for the successful delivery of future projects! Our commitment and continuous improvement mindset led to the successful delivery of support services. This partnership showcases not only our meticulous planning and execution but also the adaptability, resilience, and commitment required to navigate complex IT projects.

 

Streamlined Migration to Microsoft O365 for a Healthcare Client

A leading Health care Client embarked on a comprehensive migration to Microsoft Office 365 (O365) in four distinct phases, each corresponding to a separate company entity: Aspire, AIM, Beacon, and Integra. The objective was to transition smoothly and efficiently while ensuring uninterrupted support for users. The support structure included addressing Microsoft O365 troubleshooting and InTune enrollment for company iOS devices. They were looking for a partner to start the support on a Saturday morning ending the following Friday for 12 hours each day. The support required resolving “how-to” questions, triaging issues and handling VIP support for a list of priority users using our ACD system and the client’s ServiceNow ticketing system.

Planning and Staffing Model:

Planning for Phase 1 commenced in December 2021, targeting the first migration in March 2022. A staffing model template was developed to outline 12 x 7 support coverage, encompassing Level 1 agents and Level 2 technicians that were needed to support the VIP’s during the same coverage hours.

Tools and Access:

The focus moved to support tools and access for the staff. We were providing the ACD tool, Jive, to handle calls and voicemails from the users and to record the tickets in the client’s ServiceNow ticketing system. The ACD system also had the capabilities of recording calls to review for call and agent quality. We also needed access to ServiceNow reporting capabilities to export data for root/cause analysis of the trends of tickets the serviced desk was handling and routing. The individual agents and technicians needed to be knowledgeable and skilled on the O365 and InTune enrollment process. We created a job description that matched the precise skillset we needed each agent and technician to have and engaged a staffing agency to provide the volume of staff needed to handle the support. The model called for 1 Program Manager, 30 Level 1 agents and 9 Level 2 technicians to provide the support. There were no Service Levels in place as the volume was unknown for each phase of the migration.

Project Plan and Logistical Setup:

Once staffing, hardware and requirements were approved, a detailed Project Plan was developed to support the users 12 x 7 with a 10-minute average handle time and 1 hour support for the (74) VIP’s. The goal was to staff the service desk support for the Aspire migration with Level 1 agents to handle “how-to” questions and Level 2 technicians to support the VIPs with their InTune enrollment and handle questions from the Level 1 agents. This support model would then be used to provide support to the (3) other migrations with some adjusts in staffing size to match the number of users to support in each phase.

Logistical Tasks:

Jive, the ACD system, needed to be setup to receive calls through a tollfree number and offer voicemail for users to leave a message. All calls needed to be recorded and readily available to review as needed. Jive also offered a live dashboard to monitor calls coming in, duration of calls, which agents were logged in ready to receive calls and reporting to review daily data. Chromebooks were imaged with the same login and software tools for each support staff person to use and asset tags were used to tracking the specific device to the specific support person. Chat using Microsoft Teams was added as an additional contact method for the team to connect between teammates and exchange information or to ask questions. Hardware was then shipped, each shipment included a Chromebook, monitor, headset, keyboard and mouse along with instructions on how to login into the Chromebook and a return shipping label for when the project ended. All the hardware was staged in a room specifically for the project hardware so shipments and returns could be monitored. A staffing scheduled was created to identify agents and technician’s coverage hours over the 12 x 7 support timeframe.

We also worked with the VIPs to pre-schedule their support for the migration week so they had an expectation on when they could get their devices enrolled. The recruiting vendor provided a web-based tool for approving support staffing timesheets with the capabilities of printing out hard copies to use with invoicing. Lastly, ServiceNow access was setup using a form that each support staff member completed so their credentials could be setup. The Program Manager was also setup with reporting access to monitor ticket trends.

Training:

Training was the final task to complete before going live. Training was broken up into 2 sessions; Chromebook login with support tools access and user support expectations. During these sessions support staff were trained on how to login into the Chromebooks, what support tools were available (Jive / ServiceNow / Teams) and how to access them and the client set expectations on what users will be calling about and how to assist them. The 2 sessions were scheduled each day before the week before we started the support giving the support staff multiple opportunities to get questions answered and to get comfortable with tools and documentation offered.

Project Execution:

The project started on time in March, supporting 1,500 users with (9) Level 2 technicians and (30) Level 1 agents with 12 x 7 coverage. The project, training and support went well for the first phase. This phase 1 support model was then used for all (3) of the next migrations which streamlined the support and provided a consistent set of expectations for the clients and the users.

 

Challenges and Solutions:

Despite the overall success, challenges arose in maintaining staff between phases, requiring re-engagement and replacement efforts. However, these challenges did not significantly impact the consistent delivery model.

 

This health care client’s phased migration to O365 was executed seamlessly, thanks to meticulous planning, effective tooling, and comprehensive training by Mechdyne’s IT team. The support model established in Phase 1 served as a blueprint for subsequent phases, ensuring a consistent and successful delivery throughout the project.

 

Workspace tech transitions need careful planning, flexible support models, and smart strategies. By embracing outsourcing, following a detailed project setup process, and using service desks, organizations can handle these transitions smoothly. This whitepaper offers insights and practical advice, using real-world case studies to explain key principles and strategies for success. In short, it’s a guide for organizations diving into workspace tech transitions.

 

Explore what it takes to successfully transition workspace with minimal disruption to the business flow. Talk to our team today.