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The effect of reengineering workflow...

Pressey, Keith H.

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The effect of reengineering workflow processes at an enterprise service desk.

Record Type:	Electronic resources : Monograph/item
Title/Author:	The effect of reengineering workflow processes at an enterprise service desk./
Author:	Pressey, Keith H.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2008,
Description:	206 p.
Notes:	Source: Dissertation Abstracts International, Volume: 69-08, Section: A, page: 3001.
Contained By:	Dissertation Abstracts International69-08A.
Subject:	Business education. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3320549
ISBN:	9780549736943

The effect of reengineering workflow processes at an enterprise service desk.
Pressey, Keith H.

The effect of reengineering workflow processes at an enterprise service desk. - Ann Arbor : ProQuest Dissertations & Theses, 2008 - 206 p.

Source: Dissertation Abstracts International, Volume: 69-08, Section: A, page: 3001.

Thesis (Ph.D.)--Capella University, 2008.

This descriptive research case study explored the effects that business process reengineering (BPR) can have on an enterprise service desk organization that provided information technology (IT) service support and delivery to thousands of end users throughout a wide geographical area. This study used the human performance improvement (HPI) model as the theoretical framework to examine the impact that process improvement can have in two specific areas: (a) performance metrics, measured quantitatively using the dependent variables of response time, resolution time, and turnaround time; and (b) customer satisfaction, measured qualitatively and quantitatively via interviews and customer satisfaction surveys. The implementation consisted of decentralizing a portion of the support infrastructure from the remote "one stop shop" organization down to local site managers. Data collection consisted of trouble ticket records, workflow process diagrams, interviews, and customer satisfaction surveys. Data results indicated that reengineering workflow processes may have been a contributing factor in improving service levels. Response times and turnaround times were significantly lower following the implementation, presumably due to the proximity and immediacy of local IT support. Resolution times, on the other hand, slightly increased, perhaps because of the low experience levels of the apprentice local technicians, whose primary duties were managerial rather than technical. In regards to customer satisfaction, the reengineered workflows may have contributed to the high customer satisfaction ratings realized after the implementation. The HPI model was instrumental in serving as a blueprint for this study. After determining the service desk's business goals and performance gaps, BPR was the chosen intervention tool. The HPI model further outlined this case study's progress as the formative collected data underwent a summative evaluation, to determine whether the reengineering effort was successful in improving the service desk's performance metrics and customer satisfaction levels. Recommendations for further studies included broadening the scope of future reengineering projects, increasing communication among technicians, and enhancing the customer satisfaction survey to gather more qualitative "why" responses. Additional recommendations included increasing the number of performance metrics and adding non-training improvements such as an EPSS job aid in future studies.

ISBN: 9780549736943Subjects--Topical Terms:

543396
Business education.

The effect of reengineering workflow processes at an enterprise service desk.
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500 $a Source: Dissertation Abstracts International, Volume: 69-08, Section: A, page: 3001.
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520 $a This descriptive research case study explored the effects that business process reengineering (BPR) can have on an enterprise service desk organization that provided information technology (IT) service support and delivery to thousands of end users throughout a wide geographical area. This study used the human performance improvement (HPI) model as the theoretical framework to examine the impact that process improvement can have in two specific areas: (a) performance metrics, measured quantitatively using the dependent variables of response time, resolution time, and turnaround time; and (b) customer satisfaction, measured qualitatively and quantitatively via interviews and customer satisfaction surveys. The implementation consisted of decentralizing a portion of the support infrastructure from the remote "one stop shop" organization down to local site managers. Data collection consisted of trouble ticket records, workflow process diagrams, interviews, and customer satisfaction surveys. Data results indicated that reengineering workflow processes may have been a contributing factor in improving service levels. Response times and turnaround times were significantly lower following the implementation, presumably due to the proximity and immediacy of local IT support. Resolution times, on the other hand, slightly increased, perhaps because of the low experience levels of the apprentice local technicians, whose primary duties were managerial rather than technical. In regards to customer satisfaction, the reengineered workflows may have contributed to the high customer satisfaction ratings realized after the implementation. The HPI model was instrumental in serving as a blueprint for this study. After determining the service desk's business goals and performance gaps, BPR was the chosen intervention tool. The HPI model further outlined this case study's progress as the formative collected data underwent a summative evaluation, to determine whether the reengineering effort was successful in improving the service desk's performance metrics and customer satisfaction levels. Recommendations for further studies included broadening the scope of future reengineering projects, increasing communication among technicians, and enhancing the customer satisfaction survey to gather more qualitative "why" responses. Additional recommendations included increasing the number of performance metrics and adding non-training improvements such as an EPSS job aid in future studies.
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