Nora Osman

This key initiative brought both an improved customer experience as well as a reduction in workload for internal IT teams, leveraging a combination of NLS capabilities, AI and RPA. This has been an amazing collaborative effort with Espressive, the best partner (vendor) we could have hoped for, and we are already experiencing great adoption levels with our clinicians and other corporate customers. This is what we call a win-win!

Launched MIT's first ever customer-facing Service Catalog, comprising 3 main offerings: Break-fix area, Top requested services, and general questions. As part of this initiative a very simplistic page layout was devised with only the top 10 requested services showing and minimal customer fields required to start the process. The catalog also featured statuses on newly submitted requests, as well as information on any IT outages or announcements. So far this has been well received in the… Show more

Launched MIT's first ever customer-facing Service Catalog, comprising 3 main offerings: Break-fix area, Top requested services, and general questions. As part of this initiative a very simplistic page layout was devised with only the top 10 requested services showing and minimal customer fields required to start the process. The catalog also featured statuses on newly submitted requests, as well as information on any IT outages or announcements. So far this has been well received in the community space in which it was launched, and the service offering will continue to evolve over time as we deepen the understanding of the user community's must have offerings. The grander plan is to evolve this to be an "Enterprise-wide" catalog where not only IT services are offered, but other service areas such as those of HR, Facilities and Telecom as well. Show less

Created a multi-campus, 2 day training curriculum that included guided tours and q&a sessions across key business departments in several primary hospital areas, research areas, and educational services are that are part of the Montefiore Health System. The program included portal-based registration and communication streams to new hires, with instruction on attendance of the tours, itinerary details, and completed with a survey to solicit their feedback. The program has already taken… Show more

Created a multi-campus, 2 day training curriculum that included guided tours and q&a sessions across key business departments in several primary hospital areas, research areas, and educational services are that are part of the Montefiore Health System. The program included portal-based registration and communication streams to new hires, with instruction on attendance of the tours, itinerary details, and completed with a survey to solicit their feedback. The program has already taken approximately 5% of the IT organization and is now targeted for roll out across all IT divisions for all associates at all levels as a CIO mandate. Getting the know the business we serve is critical to associate engagement as well as a catalyst for improving the customer experience, both are key goals for the IT department. Show less

Initiated an enterprise-wide (within IT) initiative to celebrate NCSW (National Customer Service Week) event on an annual basis, starting in 2016 and resuming in 2017. This was a multi-campus, cross departmental/division activity, with events that included themed days (for spirit), mental and physical agility challenges (Family Feud, Jeopardy and Minute to Win it Challenges) as well as other trivia and departmental awards celebrations.

Established the first and only enterprise-wide electronic communication, delivered monthly to all Montefiore IT associates, providing key initiative updates, spotlights on Montefiore business events and movements, interviews and videos of associates in a "getting to know" theme, HR feeds introducing new hires, promotions and transfers in IT. This e-bulletin has had 49 consecutive published editions, with the 50th "gold" edition slated for February of 2020, and has attained a 30% readership… Show more

Established the first and only enterprise-wide electronic communication, delivered monthly to all Montefiore IT associates, providing key initiative updates, spotlights on Montefiore business events and movements, interviews and videos of associates in a "getting to know" theme, HR feeds introducing new hires, promotions and transfers in IT. This e-bulletin has had 49 consecutive published editions, with the 50th "gold" edition slated for February of 2020, and has attained a 30% readership track record (unheard of in this industry vertical) for the past several years. In the past several years, other publications in Montefiore have modeled theirs after this one, leveraging the clever delivery and measurement tools, as well as the simple but appealing 1 page w/hyperlinks look and feel. This is single-handedly now the most awaited communication from IT, now featuring the leadership corner section, with state of the union interviews with the CIO as well as other top-level leaders in IT. Show less

Established of team of 100% dedicated Service Management roles (process owners) with unique process titles to engage in daily management of core service restore functions in ITIL; this included the initial version and subsequent maturity of:
1) Process & Policy documentation- outlining the goal, definitions, process flow, roles and responsibilities, and key measurements of the process
2) Standard Operating procedures- for the delivery of instructions to each process constituent, with… Show more

Established of team of 100% dedicated Service Management roles (process owners) with unique process titles to engage in daily management of core service restore functions in ITIL; this included the initial version and subsequent maturity of:
1) Process & Policy documentation- outlining the goal, definitions, process flow, roles and responsibilities, and key measurements of the process
2) Standard Operating procedures- for the delivery of instructions to each process constituent, with reference to the policy, and residing in knowledge base articles as well as SharePoint locations
3) Metrics and KPI's- for the capture of performance in all key areas of each process, on a daily, weekly, monthly, quarterly basis, and summarized at the annual level for senior level leadership

This was a complete transformation for the IT department, which had previously had pockets of procedures in different silos in the organization, and which caused massive inconsistencies, inefficiencies and poor customer service delivery throughout the organization, until it was addressed with this movement.

The net result was a center of excellence around process design/implementation, with true adoption measured with unique kpi's, identifying high-levels of team performance and high customer service satisfaction measured via survey responses. Show less

This was a brand new Vertical under the Office of the President, requiring extensive design work for the establishment of the key ingredients required for effective IT Service Management. It included planning for a highly-skilled centralized 24x7 HDI-Certified Support Center operation, establishing an ITIL-based process management center of excellence for service restore functions, and evolving a regional service role in clinical and educational locations. At the foundation of this strategy… Show more

This was a brand new Vertical under the Office of the President, requiring extensive design work for the establishment of the key ingredients required for effective IT Service Management. It included planning for a highly-skilled centralized 24x7 HDI-Certified Support Center operation, establishing an ITIL-based process management center of excellence for service restore functions, and evolving a regional service role in clinical and educational locations. At the foundation of this strategy was a hard-core "customer centric" focus in all positions, processes, and interactions, extending operational procedures to all technology teams (customer-facing and back-office), and measured with metrics that captured the evolution and change in culture for the IT organization. The results of this movement was a complete transformation in the culture of the IT department, with process design at the core of all activities, metrics a true means of measuring effectiveness/efficiency in the delivery, and a new found feeling of "customer service matters in everything we do". Service Management is now the cornerstone to all strategic planning activities, as well as the governance arm for all tactical delivery of the strategy in day-to-day activity. The IT department is now seen as a champion of the business operation, key to all planning and instrumentation of the operational functions, with a permanent seat at the leadership table in all channels. Show less

Engineered and went live with Emblem's first-ever online (paper free) change management process, with built in (category-driven) approvals, emergency vs standard vs normal change workflows, task assignment, post implementation review periods, and automated Forward Schedule of Change reports. The process also integrated changes to problems and incidents that they resolved, as well as CI's, for better impact analysis and risk assessment. This was the first ever-company wide, cross… Show more

Engineered and went live with Emblem's first-ever online (paper free) change management process, with built in (category-driven) approvals, emergency vs standard vs normal change workflows, task assignment, post implementation review periods, and automated Forward Schedule of Change reports. The process also integrated changes to problems and incidents that they resolved, as well as CI's, for better impact analysis and risk assessment. This was the first ever-company wide, cross Infrastructure/development change process, and met with wide approval/adoption. This also helped the company pass SOX audits in an easy, painless way, as all tracking was centralized, including approvals, change risk analysis, test plans, implementation plans, and back out procedures. Show less

Assisted in the planning and roll out strategy for conversion from GE Centricity, Meditech, Progen, and Allscripts to Epic for both in patient and ambulatory services across an 11 hospital, 350+ location health system in the Bronx and Westchester NY. This included development of a comprehensive support strategy for level 1 and 2, a hybrid insourced/outsourced resource plan, and kpi's/sla's to deliver outstanding customer service to all clinical/non-clinical user personas.

Using MetricNet methodology, developed and successfully rolled out an enterprise-wide standard for a balanced scorecard across the centralized Service Desk and Desktop Support/Field Services organizations. This incorporated kpi's that capture the effectiveness and efficiency of the operation, as well as the internal employee experience and care thereof. This initiative led to a benchmarking exercise that identified both operations as a top quartile service deliverer, and since then both have… Show more

Using MetricNet methodology, developed and successfully rolled out an enterprise-wide standard for a balanced scorecard across the centralized Service Desk and Desktop Support/Field Services organizations. This incorporated kpi's that capture the effectiveness and efficiency of the operation, as well as the internal employee experience and care thereof. This initiative led to a benchmarking exercise that identified both operations as a top quartile service deliverer, and since then both have landed in either the #1 or #2 spot among their peer group of like size-complexity operations. Show less

Worked with a hybrid team of HR, HRIT, Security, Network and application adminstration to discover, map and outline improvements for our new hire onboarding processes for corporate-wide assocaites. This entailed six-sigma Kaizen process methodologies, multiple workflow charting/strategy sessions, automation workshops, and a massive communication/training plan for leadership administration/associates. The net result is the delivery of a working/sustainable process that now allows the… Show more

Worked with a hybrid team of HR, HRIT, Security, Network and application adminstration to discover, map and outline improvements for our new hire onboarding processes for corporate-wide assocaites. This entailed six-sigma Kaizen process methodologies, multiple workflow charting/strategy sessions, automation workshops, and a massive communication/training plan for leadership administration/associates. The net result is the delivery of a working/sustainable process that now allows the onboarding of a full time employee in 7 days or less (the 1st day of this process kicking off after the delivery of the offer letter), which is a 40 day improvement from the previous turnaround times. The process also delivered a 2 day turnaround for non-employees, including the capturing of confidentiality agreements electronically, digital user access forms/approvals, and elimination of an 8 day slack period for account provisioning. Show less

Led the design team to completely overhaul the traditional HR/IT onboarding process which was ad hoc and took upwards of 40 days to onboard a unique associate to streamlining it for a 16 day end-to-end delivery process. The 16 days would be from when a new hire received their offer letter, and would mean 80% of their resource needs would be provisioned and ready before they would walk in for day 1 of their work. The improvements included:
1) Automation of the provisioning of the network… Show more

Led the design team to completely overhaul the traditional HR/IT onboarding process which was ad hoc and took upwards of 40 days to onboard a unique associate to streamlining it for a 16 day end-to-end delivery process. The 16 days would be from when a new hire received their offer letter, and would mean 80% of their resource needs would be provisioned and ready before they would walk in for day 1 of their work. The improvements included:
1) Automation of the provisioning of the network account, email account, home drive account
2) Delivery of log in credentials to the hiring manager
3) Engagement with the hiring manager to start requesting unique services through the self-service catalog (portal)
4) Completely redesigning all IT access and hardware/software forms into the self-service catalog, simplifying them and introducing electronic signature
5) Acquiring true, hard-core internal SLA's, written into an OLA with 20+ service delivery groups from within IT, to ensure that no task would take more than 8 business days (ex Hardware order/setup) to complete, and most would get fulfilled in 1 business day Show less

The Montefiore IT Service Desk was previously a neglected Call Center, used to channel all tickets to IT support teams and handle minimal security resets. With a keen focus on putting an HDI-centered training program to establish core customer service skills, as well as a major initiative to hire and retain a higher technical talent into the Service Desk, a complete transformation occurred at the Support Center over an 18 month period. Newly-created "simple" procedures were documented for… Show more

The Montefiore IT Service Desk was previously a neglected Call Center, used to channel all tickets to IT support teams and handle minimal security resets. With a keen focus on putting an HDI-centered training program to establish core customer service skills, as well as a major initiative to hire and retain a higher technical talent into the Service Desk, a complete transformation occurred at the Support Center over an 18 month period. Newly-created "simple" procedures were documented for daily activities, reducing noise-activities, eliminating wasted time, and focusing on spending more time producing and using knowledge content. This, coupled with definition of kpi's centered around customer satisfaction, forged the team forward in improving their first-level resolution of incidents, minimizing escalations, and standardizing procedures to fulfill service requests. The team itself begun to rally around every improvement, achieving goal after goal, and with 100% HDI certification for both analysts and management, they had a great industry standard under their belt. They went on to win two back-to-back "Analyst of the Year" (HDI) awards in 2015 and 2016, achieved their HDI "Team Certified" designation in 2016, and landed in the top 3 finalists for the HDI "Team Excellence" award in 2016. The Service Desk is truly the heart beat of the Montefiore IT department, core to the success to every role out/go live, and a key to the success of resolution of every outage. They are the central point of communication for both the Montefiore business community, as well as the IT department. Show less

Designed a multi-tiered Regional Service Management team, with key roles such as Regional Directors, Service Managers and Customer Quality Specialists to interface with business stakeholders at the Executive, Management, and operational level respectively. This was a strategic plan to put presence in the field, closest to the customer, to provide on-site, daily access to IT, for all needs, including escalations, project planning, and basic oversight. 14 individuals spanned 7 regions, to… Show more

Designed a multi-tiered Regional Service Management team, with key roles such as Regional Directors, Service Managers and Customer Quality Specialists to interface with business stakeholders at the Executive, Management, and operational level respectively. This was a strategic plan to put presence in the field, closest to the customer, to provide on-site, daily access to IT, for all needs, including escalations, project planning, and basic oversight. 14 individuals spanned 7 regions, to provide accountability and execution of the combined business/IT goals, providing a healthy relationship that manifested in operational efficiency on both sides. This also resulted in the diminishing foot print of "shadow IT" presence, as well as a major improvement in the speed of delivery of key, corporate-wide technology roll outs (operating systems, security, productivity tools.) The results are extensive; the CIO no longer received daily complaints about failing service delivery, and the business leadership has a permanent seat for IT at all their internal operations meetings to expedite all planning and implementation needs from both sides. With pride it can be said that IT is the business, and the business is IT. Show less

Engaged in requirements gathering, process mapping and launch using intelligent tool automation through BMC's ITSM. This included template-defined incident and problem investigation tickets, required elements, task assignment tracking for root cause analysis/removal activities, and an on-demand postmortem reporting system. To accompany this process, daily constituent-specific reports were designed/delivered, with kpi's and critical metrics included. The process was also integrated to change… Show more

Engaged in requirements gathering, process mapping and launch using intelligent tool automation through BMC's ITSM. This included template-defined incident and problem investigation tickets, required elements, task assignment tracking for root cause analysis/removal activities, and an on-demand postmortem reporting system. To accompany this process, daily constituent-specific reports were designed/delivered, with kpi's and critical metrics included. The process was also integrated to change management, for relationship mapping of problems caused by changes, and resolutions implemented through changes. The process is fully adopted across all corporate IT groups, an outsourced data center provider, as well as third party groups (including development and client service teams). Show less

Trained and facilitated learning to a large group of associates/employees, as part of a "train-the-trainer" roll out. This included presentation, QA, and feedback sessions with HR and trainees.

Responsible for the corporate-wide development of a touch less (hands free) Windows 7 deployment, to a combination of 6,000 user desktops/laptops, over 7 locations in the US. This included revisiting desktop/os standard build, packaging options, user settings, and testing/scheduling with pilot users. It ultimately resulted in a 1hr 20 min. beginning-to-end deployment cycle, with no onsite requirements, no user disruption, and minimal post-migration call ins from users. This was a world-class… Show more

Responsible for the corporate-wide development of a touch less (hands free) Windows 7 deployment, to a combination of 6,000 user desktops/laptops, over 7 locations in the US. This included revisiting desktop/os standard build, packaging options, user settings, and testing/scheduling with pilot users. It ultimately resulted in a 1hr 20 min. beginning-to-end deployment cycle, with no onsite requirements, no user disruption, and minimal post-migration call ins from users. This was a world-class project, one that engaged several teams, but shaved off months (if not years) in anticipated manual deployments through traditional means. Show less

Created a user-friendly Service Desk portal, to redirect user service requests and incidents through to the web, thereby expediting service to system-down issues, while handling standard requests in an efficient way.

Designed a full process in the Service Desk application to capture new hire data from HR, incorporate hiring manager review and approval, facilities assignment of office space, and all subsequent day 1 equipment and configuration needs for employees newly on boarded across all 7 corporate facilities throughout the US. This included a robust workflow engine, use of a self-service portal, email communications/notifications to associated parties, task delegation and tracking to technical and… Show more

Designed a full process in the Service Desk application to capture new hire data from HR, incorporate hiring manager review and approval, facilities assignment of office space, and all subsequent day 1 equipment and configuration needs for employees newly on boarded across all 7 corporate facilities throughout the US. This included a robust workflow engine, use of a self-service portal, email communications/notifications to associated parties, task delegation and tracking to technical and non-technical teams, and reporting. There was a complimentary "exit" process, for termination of employees, voluntary/involuntary, which also tracked the disabling of all user accounts across multiple systems. This tightened the controls, from a SOX perspective as well, and reduced risk to the enterprise. Both processes (on boarding and off boarding) addressed permanent and temporary employees. Show less

Onboarded the first-ever IVR-driven password management solution for 6,000 user support, deflecting 75% of password reset/call volume from the Support Desk to automation. This was an integrated solution to Peoplesoft, for contact info, as well as Active Directory and the Avaya Call Management system. Quite the complex setup, but sustainable and still in use as of today!