Update 2020-11-11: Improvements for Cornell Cority Support Model
This article applies to: Cority
Since the launch of the first stage of Cority at Cornell in May, some aspects related to supporting the system were identified that fell short of the desired experience. Both Cornell and Cority have taken steps to recognize, plan for, and where possible, address issues and areas for improvement.
In September and October, the core project team and Cority administrators' group started a support model assessment ("health check") to improve the foundation for stage two. Aspects in scope are:
Improving system stability and reliability
Reducing functional and system administrator support time
Improving methods and level of knowledge for knowledge transfer
Areas of effort or under examination:
Cority Help Desk
Cornell Cority Admins Group
This group helped establish and improve change control procedures.
New Role: Cority Success Manager
In order to better meet the needs of Cornell and other customers, Cority assigned Cornell a Customer Success Manager. This experienced representative is positioned to receive feedback, assess issues the university is encountering, and relieve some of the challenges presented by having multiple ways to resolve, and having to know which one is correct for the subject at hand.
The Cornell Cority Admins Group and Cority Success Manager conduct the monthly health checks.
Cority Advantage Program (CAP)
Some configuration changes may require Cority Consulting to complete or advise. For this, the COHSEC project has budgeted for defined levels of “Optional Annual Services Packages” (now called the Cority Advantage Program) with Cority immediately after each stage go-live. Occupational Medicine has piloted CAP and provided lessons learned on how to maximize Cornell’s investments using this approach.
Orientations, demos, and use of Cornell demo environment
Demonstrations using a familiar environment--a system populated with data and configured for Cornell, rather than a sales-oriented database--is more intuitive. Demonstrating in an environment that belongs to Cornell also means the material is retained for our future reference. Recent demonstrations of new (like Permits) and existing functionality (like Query Builder) have used Cornell’s own demo environment and allowed us better knowledge transfer and retention of work.
Cority Clients Admin Roundtable
Often, learning directly from peers and other customers is more relevant than learning from a vendor. Cornell is now part of a client community of 50 different Cority customers and has been invited to the monthly “Cority Admin Roundtable” to collaborate with other Cority Administrators.
- Project senior leadership is evaluating whether other resources may be available to add to coordination efforts.
- When asked recently, most Cornell Cority support providers felt the health check grade should be higher than a month ago, a couple felt it was the same, and none felt it went backward.
- To allow sufficient attention for improvements to Cority services launched in stage one, moving ahead with stage two depends on making and planning for measurable improvements to the Cority Support Model.
- In the assignment of a Customer Success Manager and other client-centric activities, Cority is indicating their participation in working to get services where they need to be to be an essential and reliable part of Cornell's operations.