CA Technical Support Update Leslie Green Senior Director

CA Technical Support Update Leslie Green Senior Director, CA Technical Support October 2, 2007 Internal CA Use Only

The Need to Change There is a shift to a more complex call mix… … which in combination with High Self-service has helped to offload a large percentage of simple contacts increasing product and service complexity – as well as a push toward cross-selling and upselling – has produced a higher percentage of difficult contacts. Contact Volume Low Simple Contact type Complex Source: Building the next generation of customer contact talent Customer Contact Council (June 2006) 2

From the Past to the Future PAST > Reactive business model > One-size-fits-all support delivery FUTURE > Pro-active issue volume and staffing management > Response Models for distinct customer and product segments > Cost center > P&L for Maintenance Business > Inconsistent experience > Consistent brand experience > People management secondary to interrupt driven delivery 3 > Management exclusively focused on people

Transformation Objectives Transform the way the world receives technical support § Provide industry leading service § Consistently exceed customer expectations Provide value to CA § Support as part of the CA value statement § Operational efficiency § Protect Maintenance revenue and generate additional revenue 4

Categories of Support Initiatives > Broader Support services model > Support engineering enhancements > Support systems/customer-interaction enhancements 5

/ y Bu Life Cycle Operate 6 nt EITM me ple Re n Im ew New End-to-End Support Model

Implementation Support GSI, CATS. . ne Re / y Bu Knowledge Base Deployment Support” Advanced § Named support manager Chair Position Team § Engagement prep reviews by engineers Support §Partner Priority routing to advanced team Manager Skill Network “Consult Line” (Validation) § For extended help deploying new features § Phone support beyond ‘how-to’ install/configure 7 Operate nt Green Books “Solution EITM Life Cycle me Design templates Best Practices Green Books Forums ple Im § § w Implementation Portal

Operational Support / y Bu Life Cycle Support Availability Manager § Manage issues for enterprise § Proactive planning of upgrades § Relate value of features § Business value reporting § Delivered as dedicated or fractional, onsite or remote § Support team helps you size 8 Operate t EITM en § Named engineer m ple § Focused solution support Im Re ne w Targeted Support Engineer

Matrix Structure for Flexibility Allows Team and Individual Focus BU-Aligned Delivery Focus Local Support Center Mgmt 1. Overall team capabilities 1. Individual engineers’ skills § World-class engineering workforce § Career, development plan focused § Mapped to growing business needs § Hiring to fill skill demands 2. Standards for delivery excellence § Consistent worldwide process § Ensure product knowledge skills § Focus on delivery metrics § Ensure staff readiness 3. Efficient resource management 3. Resource change management § Skills move as demand shifts § Monitor resource utilization § People remain with local managers § Implement staff moves 4. Business accountability 9 2. Individual responsiveness 4. Performance management § Metrics focus on business results § People management metrics § Own cross-organization relationships § Align individual results with business

Support Engineer Responsiveness > Reorganized technicians into tiers - Created frontline teams for efficient triage - Consolidated global backline experts > Expanded Follow-the-Sun capability > Deployed balanced scorecard 10 - Focused on drivers of customer satisfaction - Provides visibility to “hotspots” - Enables quick management intervention

Top Scorecard Results Overall Satisfaction with Support Ongoing Trend >2. 5 per year 11 End of 2006 92. 7 90. 1 Engineer Professionalism Engineer Knowledge Callback within SLO

Advisory Engineers (new role) > Mentor and coach individual frontline engineers > Lead Community-of-Practice groups for product/process internal knowledge transfer > Approvers of external Knowledge content > Source of requirements Support teams’ for test labs > Trusted advisors to Support SLT for product delivery and local Support Center management for team development 12

Self Service Experience New CA Support On Line. . . > Reorganized layout for ease of use > Better case submission > New download center > Increased search capabilities > Redesigned product home pages (replace inconsistent e. News) > More proactive notifications with RSS feeds to subscribing users http: //support. ca. com 13

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Self Service (continued) > New CA Support On. Line features (starting late 2007) > Online KB content improvements (staged, in-progress) § More accurate and comprehensive Search § Better site activity data to drive content quality § More resources dedicated to content development > Standardized fix distribution and packaging process § For non-mainframe product platforms § Staged rollout across top-20 most active product lines 15

2007 Global Organisation Product Support Delivery Support Center and People Initiatives SAMs Global Contact Center 16 Value Added Support Planning and Operations

Global Contact Center Mission: To create a single, seamless CA interface for our Customers. § Consolidate: ü ü ü 17 Customer Care Entitlement and Licensing Client Assist Support. Connect Registration Customer Information Specialists (CIS) CA Operator Tony Riccinto VP, Technical Support Global Contact Center

Worldwide SAMs Mission: To establish, develop, and maintain the value our Customers receive from their CA products. To provide a level of technical support exceeding Customer expectations. Donna Polidoro VP, Technical Support SAMs The Americas Dave Winpenny VP, Technical Support SAMs International § Align Technical Support Customer facing teams with direct Sales organizations § Help Customers realize the value of their existing investments in CA solutions § Demonstrate the value of Technical Support § Promote/educate Customers and all field teams on CA’s Enterprise Support and BCS offerings to enhance the Customer’s CA experience 18

Product Support Delivery Mission: To deliver customer satisfaction, act as BU point of interlock and support delivery quality and efficiencies. § New Structure ü Mainframe focused support team ü Commercial product focused team ü Rebalance of distributed enterprise growth product teams Ron Torre Rob Mc. Cabe VP, Technical Support Mainframe Dist Enterprise Security Clarity Pat Cassidy VP, Technical Support Commercial Product Support 19 Chris Barnett VP, Technical Support Dist BSO, ESM, CAP

Value Added Support Mission: To deploy and deliver value add offerings and programs to augment the existing traditional “operation” focused support § Deployment and Delivery of Value Add Support across the Life Cycle Phases § Strategy development for Value Add Support § Pre-Sales and Partner Support § Offerings Delivery § Critical Situation Management 20 Jim Turcotte VP, Technical Support Value Added Support

Planning and Operations Mission: To drive technical support business, systems, and communication with an integrated strategy, operating plan, and support planning function § Build the underlying processes, financial systems, management systems, and metrics to effectively manage our business § Create new value with support offerings and programs that drive CA growth § Apply technology and knowledge based solutions to enable our strategy and improve the customer and partner experience § Communicate broadly on the key aspects of our technical support mission 21 Tim Schuetze VP, Technical Support Planning and Operations

Support Center and People Initiatives Mission: Provide a people management framework for CA Technical Support by cultivating CA core values. Foster a culture to attract, develop, reward and retain top talent, increasing employee and customer satisfaction. § Worldwide Support Centers • § People Management Initiatives ü 22 New reporting structure for Latin America and EMEA People Programs • Career and leadership development • Recognition and Rewards • Employee Surveys ü Training and Education ü Resource and Site Strategy Romea Smith VP, Technical Support Center And People Initiatives

Strategy Support People Contact “one. CA” CCG Dir Assist Lisc. CA Partners … Channel Presales Partners Consumers L 2 Frontline EMEA L 2 Advanced Backline APJ … Integrate with CA ERP transformation FY 07 FY 08 FY 09 Green Books Product Mgmt SWAT Skill Network Example: Implementations GSI… 23 L 2 Value Add Alliance CA TS Partners FY 06 WW Delivery Support Planning Enterprise Customers Client Assist Specialized Routing Consumer Customers R&D NA/LA Advanced Team Partner Support Manager Knowledge Base Chair Position

Support Value Chain Contract Signed Customer Business Drivers CA Business Drivers Business Value Realized é Customer sat ê Time to Decision ê Time-to-Value é Trust in Value Delivery é Incremental Value é Return-to-Value é Win % é Success Rate é Services Margin é Loyalty / Client Referrals é Feature Adoption é Renewal Rate é Relationship Value é Capacity Sale é New Business Opportunity ê Discount Rate Time Life Cycle Phase Support Functions or Offerings 24 Pre-Sales / POC Implementation Operation Renew Pre-sales Support Solution Deployment Support (SDS) Support Availability Manager (SAM) Remote Pre-sales for Commercial Handoff - CATS to Support Targeted Support Extended Support Focus of New Support Organization Including: People, Delivery, BUs CAMPUS Focus of Traditional Support Organizations Custom Code Support Remote Admin Support Other custom support requirements

Support Value Model Actual delivered support value Increased Customer ROI Customer expectation of support value at time of purchase Value Added Support Value of Product High Product “Insurance” Support Value Added Support Decreased time-to-value Low Short 25 Time to Value Long

Balanced Demands Each quadrant contributes equally to the overall scorecard result to make it a “balanced scorecard” > The Scorecard is built of 4 quadrants > Each quadrant carries the same weight in the overall total for the scorecard > The result for each quadrant is built from a set of metrics which are weighted to reflect importance > Score card has been built using 6 -Sigma processes 26 Process People Overall Result Productivity Quality

Technical Support Scorecard q Productivity • • q Process Actual vs. Forecast Cost Per Incident • • Quality q • • Issue Review Reopen Rate Age at Close Satmetrix q 27 Quality Employee Satisfaction Training Hours per Employee Knowledge of CA Products (Satmetrix) Process People • • • Productivity Technician Responsiveness Sustaining Engineering (Not a Bug) Percent Open Over 30 Days Percent Open Over 90 Days People Q 2 Overall Score 54. 3

Business Critical Support Base offering High-quality support delivering fast response and timely resolution • • 24/7 Support Access for users Internet-based Support Services providing – – • • Access to Patches, service-packs, upgrades Knowledgebase access Product & Documentation downloads Remote diagnostic capability Customer Defined Severity Unlimited Incidents Investment in the future through continuous R&D • • 28 Major/Minor Releases Hyper Notifications of all critical issues and Patches Updates/Upgrades Patch Releases

Beyond BCS Baseline…. > Time is money > Customers running high availability systems or requiring an even higher level of service may need …… § Help In managing a complex Technical Support infrastructure for a diversity of products in an optimal way § A bespoke level of in depth Technical Support for a mission critical product § To run a product for longer than it’s nature life due to unusual business pressures 29

Business Critical Support An overview - Ability to tailor BCS with proactive and customized Premium support solutions focused on specific business needs 30

Support Availability Manager > Key Benefits > Description > Dedicated point of focus > Point of contact for coordination and management of Supportrelated issues. > Proactive management of CA technology issues > Pre-empting potential problems, expediting current issues > Free up client time spent on issue management to focus on their own projects > Expedite time to resolution > Tailored information > Customer voice into Support > Helps maximise CA investment Suppo rt A ility vailab er Manag

Targeted Support > Description > Key Benefits > Named Technical Support Engineer > Speedy access to product specific Support engineer > Product specific skills > Highly reactive > Proactive in-depth technical advice. > Proactive technical advice > Can reduce time to resolution. > Product configuration advice > Diagnostic assistance > Variations possible: 32 § Remote or onsite § Unique SLAs > Aimed at customers with mission critical or complex CA product implementations ted Targe Support

CAMPUS > Description > Key Benefits > CA’s Maintenance Product Upgrade Service > Less time spent on system maintenance > Current maintenance tapes of CA > Less operational risk – avoid known problems z/OS products > Yearly complete install with optional cumulative tapes > >120 CA z/OS products supported > Support for the most current IBM z/OS releases 33 > Reducing the workload so customer can focus on other projects > Subscription basis PUS M CA

Extended Support > Description > Key Benefits > Protection whilst upgrading to > ‘Lifeline Support’ for products GA product that are no longer GA (End of > Plan for stability in customer Life or End of service) environment retaining access > Sometimes Support for GA to Support products in non-supported > Two choices: environments Extended Support 34 > Extended Support Basic – access to existing fixes > Extended Support Plus – new fixes where appropriate and Dump Analysis

2007 Global Organisation Product Support Delivery Support Center and People Initiatives SAMs Global Contact Center 35 Value Added Support Planning and Operations

Thank you Q&A ?