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Imprivata Case Study: Why Limit the Service Desk to IT?

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Imprivata is a leading provider of authentication and access management solutions for the healthcare industry.

Recall the last time you visited a hospital or medical center, or perhaps watched your favorite medical drama. Health care professionals working in a busy medical environment don’t have time for usernames and passwords to access electronic medical records across multiple IT systems. The preferred security mechanism is a swipe of a badge or simply put your finger down on a biometric reader.

Imprivata provides this authentication and single sign on technology. The same badge tap or fingerprint recognition technology can also allow health care staff to access thousands of systems across the hospital. The bottom line benefit is health care staff spending more time helping patients and less time fiddling with technology.

Imprivata has experienced fast growth over the last year, and Alex Wong, CIO, recently discussed his experiences implementing a “corporate ticketing system” to support the rapidly increasing Imprivata employee count and his overall review of ManageEngine.

Imprivata

Imprivata

  • Founded 2002
  • Headquarters: Lexington, Massachusetts, USA
  • NYSE: IMPR
  • Annual Sales $82.2M USD
  • www.Imprivata.com

 

Alex Wong

Alex Wong

 


Note: ManageEngine commissioned this case study. Thank you to Alex from Imprivata for being so candid and sharing his opinions with the ITSM Review community. Kudos also to ManageEngine for the confidence to allow us to publish Alex’s opinions and review verbatim. The responses below, which I hope you will find to be balanced and honest, have not been edited by ManageEngine or exposed to the usual PR polish.


ITSM Review: Alex, can you explain your strategy for implementing a corporate ticketing system and how this differs from a traditional IT helpdesk?

Alex, Imprivata: We’re growing very fast. One year ago we were 260 staff, we’re now over 350.

When new employees join Imprivata and have issues, they want to know who to contact. We want to make that process easy for them. So we have developed a common platform so that they don’t need to know who to contact – they can just get their questions answered. The corporate ticketing system, built on ManageEngine, gives them the ability to do that.

We wanted to build a single ticketing system for all business departments, not just IT.

You’ve been CIO for just over a year. So things have happened pretty quickly. How long did it take to implement?

We invested in some training to implement ManageEngine. We used the training time to configure the system to our requirements. Within two to four weeks of the training, we had implemented ManageEngine for the IT department. Within another two months, HR and facilities came on board. Then our Business Desk team joined two weeks later.

Why ManageEngine? Could you not have done all of that with your previous technology platform?

We were previously using Zendesk. We also looked at Salesforce.com and JIRA. Ultimately, we felt that we’d be able to implement the quickest with ManageEngine.

We also like the categorization of data with ManageEngine. We can define tickets in terms of categories and sub-categories, which we couldn’t do easily in Zendesk.

Also, staff that have been with us for quite a while, or certain suppliers, are used to routing queries to dedicated email aliases such as facilities@imprivata.com. With ManageEngine we are able to route all tickets through the same system.

We’re pleased with the tool and how configurable it is.

 What impact has your corporate ticketing system had on business departments outside IT?

Teams have stated they have much better visibility into tickets. The old model was primarily email-driven, so a manager would be dependent on the team to gauge how things were going. Now, managers can see exactly what issues are arising and what issues remain outstanding to allow them to prepare for the next day. Having that visibility has been very helpful.

Visibility of issues has also been very useful for the responsiveness of departments. For example if an employee raises an issue with the heating in the UK and the office manager is out, a team in another country can address the issue and provide coverage. Previously, the issue would have been stuck in someone’s email inbox.

How are issues from all these different departments routed?

Our first line of defense is usually the service desk. A single tracking mechanism for all tickets across all departments on the same platform has been very helpful. We usually receive about 40-60 tickets a day.

Imprivata employees typically log issues via three main channels:

  1. More than half of all staff work in the corporate headquarters, so a good proportion of tickets are raised via walk-ups.
  2. Tickets can be logged via email through help@imprivata.com
  3. You can go into the system, http://help.imprivata.com, directly via a browser and log a ticket

Everything goes into this platform, from “it’s too cool in here” to “my machine is broken.” From here, our first priority is to understand what’s coming in and process it. We try to resolve the issue on the first line straight away or route the ticket to a department queue or specialist.

You’ve mentioned that categorisation of tickets was important in your tool selection process – why is this so important to Imprivata?

Classification is important to us because if we see common or repeated issues, we try to 1) group them into common problem sets, 2) solve them and understand the root cause, and 3) prevent it from happening again.

For example, our new hire process includes a list of things that need to be done to support a new hire. If I see a ticket from a new hire asking for help in printing something – that means we’ve failed in the new hire process. Printer drivers were not installed properly, or we don’t have the correct FAQs for them to turn to. This information lets us know how we’re doing from a process standpoint.

That seems quite advanced problem management compared to other organizations we speak to.

We try to be very, very, analytical about how we think about our support model.

We’re quite small, and we extensively use interns. So our support model and process has to be very well-defined for us to be successful.

How do you measure success?

We provide internal support, making sure folks on the frontline selling products to customers are getting the help they need. Our measure of success is happy customers and customer satisfaction.

We measure how long it takes to get back to people, how long does it take to close a ticket and resolve an issue. How often are we reopening a ticket because we didn’t get it right first time?

We also have a process for checking aged tickets out there. Our internal customers know that they can escalate tickets if they are not getting what they need. We’ve built some automation with ManageEngine to monitor and escalate against SLAs, but we’ve also built communication channels for customers to provide feedback.

Would you recommend ManageEngine?

I would.

It’s flexible enough to manage our tickets within a best practice framework. We’re a public company, and there are certain processes we need to follow to adhere to legislation. For example, anyone that requires access to the general ledger system needs pre-approval. We’re governed by regulations such as Sarbanes Oxley that we know we’re going to be audited on, so having a system that supports us with these elements while managing our business in an efficient manner was a key requirement. So far, ManageEngine has delivered on those requirements.

Is there anything you would change if you had the choice?

Certain things could be better from a reporting point of view. It is not always intuitive, so we are reliant on the support team to help us out quite a bit. There a few nit-pick items such as the ability to

classify tickets with more refinement than today. But overall, we are very satisfied with ManageEngine.

How has the ManageEngine team responded to these or issues suggestions?

It’s been a mixed bag. Sometimes they are very responsive; sometimes it takes a couple of days. Given how important the system is to us, we’d pay for a faster response time if it were available.

We’d also like to invest in consulting services to address our reporting needs but have been pointed back to the support team. These are nit-picks, not showstoppers; but if these areas were improved, we’d be extremely happy.

What version are you running? Are you on the free version?

We started with the free version but quickly transitioned to the paid model.


Overall Review of ManageEngine by Imprivata

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“The investment in ManageEngine is very easy to justify. The cost of running ManageEngine is not very expensive. And the fact that we can automate ticketing for other business departments within the same budget as our previous IT helpdesk is a real bonus”

Strengths

  1.  General flexibility
  2. Ability to adapt to business requirements

Weaknesses

  1. More granularity in classifications
  2. Reporting requires more depth, it is not intuitive as it could be

Ratings

  • Product 8/10
  • Ease of use and intuitiveness 8/10
  • Reporting 8/10
  • Overall satisfaction with ManageEngine 9.5/10




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