SMC = HelpDeskFuture2

8/13/2019 SMC = HelpDeskFuture2

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Help Desk of the Future:Service Management

Centerwith

George Spalding


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ITIL Conceptual Model

Service Level Management

Manage the Services(Specifying/defining services, catalogues, service level agreements, operational level

agreements, monitoring and reporting)

Availabi li ty Mgmt

Manage the Present

(Optimization of currentstructure, correctconfiguration and

complexity to meetbusiness needs)

Capacity Mgmt

Manage the

Future(Healthy growth,

customer confidence,meet new business

needs)

Continuity Mgmt

Manage the What

ifs(Disaster recovery plan,survival, reduce user

impact or majorunexpected failure, risk,

vulnerability)

Financial Mgmt

Manage the Cost

(Cost effectivestewardship,allocation, forecast,optimum VFM, good

ROI)

Incident Management

Manage Incidents(Get users back online, up and running and satisfied)

Problem Mgmt

Manage Errors(Remove repetitive problems

from the infrastructure)

Change Mgmt

Manage Changes(Ensures changes are fast,

easy, consistent andauthorized)

Release Mgmt

Manage Software

Distribution(Software control, updates

and batch processes)

Configuration Management

Manage Configuration Items

IT Service

Delivery

(Long-term

planning &

improvement

of IT service

provision)

IT ServiceSupport

(Day-to-day

operation and

support of IT

services)

CustomerRelations &

Service

Planning

Integrated

Service

Desk

SecurityManagement

M

anageconfidentiality,

integrity,

availability


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The Bottom Line

Process improvement

should be doneto help the businessnot for its

own sake.

In God we trust,all others bring data.

- W. Edwards Deming


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IT Process Maturity (CMMI & SPICE)

Abs

en

t

Init

ial

Re

peat

ab

le

De

fin

ed

Mana

ge

d

Op

tim

ize

d

IT Organization

0 1 2 3 4 5

Ad-hoc Repeatable Integrated


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Call for Action

Business-driven IT department priorities result in

IT service management and support pressure:

Provide On-Demand Services utility model

Respond to increased service demand shrinking budgets

Create effective Enterprise-wide service delivery structures

and accountabilities

Demonstrate Business Value and impact of IT

Improve Credibility of IT


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Organizational Maturity

Technology Stage 1

Product/Service Stage 2

Customer Focus Stage 3

Business Focus Stage 4

Low

High

InfluenceontheBusiness

Value-Added Focus Stage 5


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Technology Stage 1

Vision and strategyBusiness views role of IT as Infrastructure provider

(hardware, software and network provider). Noclear vision statement on role of IT.

Steering

Principally driven by cost. Stability, availability andperformance of IT platforms and networks are themain focus and implicit steering parameters.

ProcessesFocus on Systems and Network Management, IT

design and implementation.


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Technology Stage 1 (2)

PeopleTechnology excellence.

TechnologySystems and Network Management tools are

independently purchased and used tomanage technology subsets.

Culture

'We are IT experts'. There is little interactionor understanding of providing 'services' tothe business.


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Technology Stage 1




Low

High




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Vision and strategy

The IT organization recognizes that itdelivers a portfolio of products and servicesto the business. Evidence of IT strategicplanning, little input from business.

SteeringServices are defined in technology terms

such as bandwidth, processingperformance, disk capacity. Reporting andsteering on IT defined parameters.


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Product/Service Stage 2 (2)

ProcessesStrong focus on ITIL Service Support

processes and the more operational

aspects of the ITIL Service Deliveryprocesses, such as performancemeasurement and tuning, availabilitymeasurement and building resilience.Reporting mechanisms are used to improve

product and service performance.


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Technology Stage 1




Low

High




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Vision and strategyIT seen as IT Service Provider. IT strategy linked to

business strategy.

SteeringService Level Agreements steer IT. Change

Management integrated into project structure forensuring smooth handover from new IT dev.

Processes

Service Level Management, formalized AccountManagement. More focus on planning aspects.

Support processes deliver clear service and

Customer-related performance. Process reportingunderpins service level agreements.


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Customer Focus Stage 3 (2)

PeopleService Management training and defined activities

and roles. Evidence of process ownership,Formalized Account Management and ServiceManagement roles in place.

TechnologyIntegrated systems and Service Management

platforms, manageability built into technology

designs and solutions. Operational requirementsdefined for handover into production environment.

Culture

Customer satisfaction.


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Technology Stage 1




Low

High




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Vision and strategyIT is seen as a partner to the business. IT

demonstrates strategy realization for the business.IT strategy input to business strategy makingprocess.

SteeringIT strategic goals, IT proposals made and discussed

at board level. Business priority and risk

assessments of investing and not investing in IT.Service levels are defined more in business terms,such as 'business transactions processed','availability of business functionality'.


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Business Focus Stage 4 (2)

Processes

Business and IT-alignment processes. StrongIntegration between Systems developmentand IT Service Management processes.

Processes deliver 'dashboard steeringinformation'. Service delivery and supportprocesses integrated. Delivery processesdeliver sound planning and advice to thebusiness.


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Business Focus Stage 4 (3)

PeopleBusiness intelligence and business competencies.

CIO role and CTO role. Equal roles in business andIT.

Technology

R and D and technology pilots. An enterprise-widemanagement framework exists defining integratedservice and systems management toolsets.

CultureThe IT Organization provides help and advice to the

business.


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Technology Stage 1




Low

High

Influenceon

theBusiness



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Value Chain Stage 5

Vision and strategyIT is seen as business enabler. IT helps shape and

drive business Change and is seen as a value-addedpartner that helps determine business strategy.

Steering

IT is steered on added value to the business.Business improvements through use of IT.

Processes

Business and IT strategy making. The IT organizationensures seamless integration with systemsdevelopment and all other IT suppliers in the value

chain to manage real end-to-end services for thebusiness.


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Value Chain Stage 5 (2)

People

Strategy making, business planning,managing partners and suppliers.Infrastructure Integrators.

TechnologyTechnology interaction between suppliers.

Solutions integration.Culture

The IT Organization enables the business.

TheNextFrontier


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The Next Frontier- Enhancing Service Level Management -

Identified component

services in quasi english Measure components

Focused on break/fix FisherPrice metrics

One-size-fits-all servicelevels

After the fact, will fix it next

time reportingAnnual report cards on

services

Services described so your mother

could orderMeasure end-to-end service

Select customer-desired keyperformance indicators

Varied service level and customerchoice

Real time monitoring for real time

action Real time report card with service

metrics (volume & performance) --

easy to understand &customer friendly

FROMFROM TOTO


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Current Challenges

Dont have adequate management of services andcollection of information to:

Demonstrate business value of IT investments

Accurately predict the costs/service levels of potentialsolutions (business case development)

Identify/Respond to service cost rationalization requests

Manage customers service experience, nor report on

delivered services costs Provide targeted IT business views nor demonstrate the

performance or value of IT services


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Is There A Silver Bullet!

No, but there is a solid opportunity to leap forward

by taking advantage of existing capability andinvestment to transition to a more value-drivendelivery modelValue-Zone Ready


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The Service Desk Value-Zone

Whats the value zone & where are we now?

Whats the difference and what will I really get?Whats it take to get there?

Service Desk vs


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Service Desk vs.

Service Management Activities

R ea c t iv e P ro a c t iv e

Servi

ce

Mana

gement

Center

Full-Service

H

elpDesk

Problem

HelpDesk

Dispatch

Center

H ig h T o ta l C o s t o f O w n er s h ip (T C O) L o w

Live body toansw er phone

Litt le ResolutionS hort durat ion on phon e

Cal l Tracking

Hero icsManua l

No M a n ag e m e n t

Som e Procedures

Technology

Decision

Support

In it ia l Im pact A ssessm ent

Product S upport Autom ation

Serv ice D esk M anager Estab l ished

A verag e call 12-15 m in

SP OC fo r User p rob lems

A ttem pts R esolu tio n

Proact ive S upport

Off l ine Research

Cu stom er Sat isfact ion

Monitor ing

Rang e o f L2 Dut iesSL A

M g m t

A verag e c all 2 -15 m in

A ttem pts R esolu tio n

SP O C for AL L user issues

Serv ice R equest Track ing

Serv ice D esk M anager t ied to E xec. Level

Serv ice D ecis ion S upport

IT S erv ice Autom at ion

Business D ecis ion S upport

L inked to Business

P roac tive M anag em ent F u ll

ProcessIntegration

V

olume

Capacity

N o off line research

Integrated w ith

InfrastructureChange P rocess

Service Center KeyActivities


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Service Center Key Activities

Value-Based

VALUE

VALUE

COST

COST

Customer

Relationship

Management

the face of IT

Service Quality

Monitoring

customer satisfaction &service quality

Integrate Service

Delivery

creating the virtualservice chain

Manage Incidents

Ensure rapid restoration and service

fulfillment of all customer requests


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Service Desk Maturity LevelsDefinition

Metrics

Monitoring

Reporting

Skills/StaffingTools/Automation

Process

Maturity &

Integration

Help Desk Service Desk

Value

Zone

Service Management Center


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Metrics

Monitoring

Reporting


Process

Maturity &

Integration


Reactive

Limited Automation

Minimal Integration

Incident-Focused

Service = Response

Consumer-oriented

more rote scriptedBreak-Fix

Restore Technology

IT Product Report ing

You get what weve got

Cost per incident

Value

Zone



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Metrics

Monitoring

Reporting


Process

Maturity &

Integration


Value

Zone


Reactive

Limited Automation

Minimal Integration

Incident-Focused

Service = Response

Consumer-oriented


Restore Technology



Cost per incident

Proactive

SPOC (real or virtual)SLM begun

inc. access channels

IMAC Service requests

inc. monitoring/reporting

inc. integration w. IT

structured ownership

Continual Improvement

Service-oriented

IT Service Reporting

You get what you

asked forCost per desktop

TCO


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Metrics

Monitoring

Reporting


Process

Integration


Proactive

SPOC (real or virtual)SLM begun

inc. access channels


inc. monitoring/reporting

inc. integration w. IT

structured ownership

Continuous Improvement

Service-oriented

IT Service Reporting

You get what you

asked for

Cost per desktop

TCO

Business-Oriented

Executive-Driven

IT Process Integration

Business Process Integration

SLM Complete

Restore Business Capability

Measures Business Impactof IT events

Performance Dashboards for Real-

Time Management Information with

Business Perspective

You get what you need

Cost per Business Solution

ROI Value

Zone


Reactive

Limited Automation

Minimal Integration

Incident-Focused

Service = Response

Consumer-oriented


Restore Technology



Cost per incident


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The Value ZoneDefinition

Metrics

Monitoring

Reporting


Process

Maturity &

Integration


Business-Oriented

Executive-DrivenIT Process Integration


SLM Complete


Measures Business Impactof IT events




You get what you need

Cost per Business Solution

ROI


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Metrics

Monitoring

Reporting


Process

Maturity &

Integration




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Definition

Help Desk

Goal: service the end-user; quick restoration of service Reactive // limited automation

minimal integration with other IT processes // stand-alone

incident-focused

service levels = severity levels = response times

Knowledge Base of consumer issues

more rote more scripted, routine, less flexibility for staff

Consumer-oriented

Break-Fix // Restore Technology IT Product Reporting


Measure: Cost per incident

D fi i i


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Definition

Service Desk

Goal: Departmental mgmt. TCO, service provider, internal

mgmt. practices more structured & rigorous SPOC (real or virtual) // more access channels


more monitoring // more reporting // IT Service Reporting more integration with other IT processes (e.g. participates in CAB, etc.)

more structured ownership and escalation procedures (analyst / tier 2)

Structured communication plan

Knowledge Base = process/protocols/procedures maintained at this level

Continuous/systemic quality improvement activities, i.e. analyst coaching

Service Level Management begun (Level 2/3) // Service-oriented

You get what you asked for

Measure: Cost per Desktop (TCO)

D fi iti


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Definition


Strategic Integration of IT and Business Processes Organization

6SMC Leadership reports to (or is) Senior level mgmt.can impact/influence6 Strategy / vision / budget / resources / priorities / objectives / goals

6Accountability Relationship6 Senior process owners (incident, problem, change, config, SLM) must report to (or

have an accountability relationship) to the SMC Director

Business-Oriented // Executive-Driven

IT (ITIL) Process Integration // Significant IT / Business Process Integration

Service Level Management Complete (Level 4/5) Restore Business Capability // Measures Business Impact of IT events

Performance Dashboards for Real-Time Management Information

You get what you needMeasure: Cost per Business Solution (ROI)

P M t it & I t ti


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Process Maturity & Integration

Help Desk

Technology cost and cost to manage it Who does what for operations / support

Easy access for our consumers

P M t it & I t ti


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Process Maturity & Integration

Service Desk

reduce / avoid costs

improve stability of in-production IT products

identify and integrate the supply chain & dispatch

track incident volumes & service performance service options & costs // buy smart

what we bought is what we are paying for

operationally managed services Break/fix & service requests are dispatched, monitored,

measures & self-serve enabled

assess the business impact of proposed changes


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P M t it & I t ti (SMC)


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Process Maturity & Integration (SMC)

Change

Before: Estimated Cost of Implementation

Risk Assessment

Potential Benefits

After: Post Implementation Review

True Cost of Implementation

Real Benefits Achieved vs. Risk

Incidents linked to change

Cost of incidents created by change

ProcessMaturity& Integration (SMC)


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Service Level Management

Need end-to-end service chain information for reporting

and monitoring service levels (start to finish) internaland external service providers

exception remediation

consulting recommendations

SLM must exist (is a natural output of your service

definition and service provisioning process and usebusiness case service levels (ROI) translated into ITmeasures and can roll up into actionable information.)

ProcessMaturity& Integration (SMC)


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Service Planning/Lifecycle Model:(business and IT service planning)

Business defines what service it wants (opportunity) or whatbusiness or program capability they need to meetprogrammatic issues/challenges.

Use re-usable models / modules / services that already exist

Ensure service can be operationally managed becauserelationship of roles can be measured and monitored

Capture information by customer, provider and Enterprise(roll-up). Tools, (use to create SLA and identify KPI...createsscorecards, dashboards, etc.)

Information made available (rapid actionable management

information) Web dashboards

Metrics Monitoring & Reporting


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Metrics, Monitoring & Reporting

Metrics:

Help Desk

daily & weekly reporting -- stats: focused on incidentinformation mainly. call volumes, access, modes, ATA,

first call resolution, abandon rate, etc. serious issues -- focused, chaos, very operationally

focused.

measure customer satisfaction by incident



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Metrics:

Service Desk

Focus expands to include service request information,some service metrics, information leads to morequestions because of awareness by others

May start to monitor some end-to-end for services /incidents within organizations control

canned, prescribed metrics....demonstrate if met servicelevel.

TCO, cost per desktop

measure customer satisfaction by service



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Metrics:


Focus is to business impacts and impacts to programdelivery, costs, etc. (more cost per transaction, ROIfocus).

detailed to transaction level, i.e. business transactionand impact of IT availability

measure customer satisfaction by program

Expect increased demand from business for customizedreporting



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Monitoring

Help Desk Monitoring is internally focused on help desk

performance and operations, i.e. open calls,FPOC, basic volumes of inquiries, etc.



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Monitoring

Service Desk

Begin to monitor service levels as they exist.

Desk begins to play role in incident coordination for theenterprise across service providers, notifications,escalations.

increased sophistication around incident management

and status begin to identify repetitive incidents and some incident

matching for root cause analysis



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Monitoring


SMC plays alert role prior to SLA breach becoming moreproactive internally

specialized monitoring of specific high priority incidents orprotocols, i.e. on-demand monitoring, operational cap...

Real-time feed from data sources, real time / automated

analysis, quick turnaround of information Highly developed understanding of business environment

and goals, etc.

Very educated in what business does and why important

MetricsMonitoring&Reporting


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Communication (Reporting)

Help Desk

Internally, operationally focused on daily activities, helpdesk activities, operational management is audience,may be some to IT management as awareness building.

MetricsMonitoring&Reporting


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Service Desk

more communication internally (staff musters, shift handoffs,learning events, briefings, more automated real timeinformation to analysts e.g. whiteboards, readerboards, cue

information etc. more communication with service providers (proactive

notification) re: service levels and status of incidents / servicerequests

more communication with clients // critical notification

Audience shifts to payers of service / customer as well as Sr.IT management



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Focus to provide timely, accurate, actionable information fordecision support.

Communication strategy includes Enterprise level view of

impacts with drill down capability to level of detail required, i.e.,business unit vs. Enterprise

Real-time focus or JIT delivery of key information

Available through Business Intelligence tools and analysistools, dashboards, scorecards, web, more agile/ customizablefor different types of analysis

connects dots between IT and business in business terms.

IT identifies the business impacted and notifies line of businessmanagement of business incident

Tools&Automation


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Tools & Automation

Help Desk

basic helpdesk tools, incident tool, telephony, etc.

may be multiple tools in use

limited tool integration (telephony, CMDB, etc.)

functionality focuses on incident dispatch capability

limited knowledge base tie in with individual user records, history of

incidents/calls to user

Tools&Automation


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Tools & Automation

Service Desk tool requirements include service requests, time tracking, and

include service levels by business unit or customer flag customer traits or characteristics, i.e. executive offices

incident matching // problem management

integration with change and incident management service chain (virtual) uses one or common tool or bridge

integrated with CMDB

automated service desk policies, procedures, searchable,available to service chain (web)

escalation capability, integrated with notification (paging etc.)

IT-focused BI capability to manage IT service

Awareness builds of BI capability and power of metrics

Tools&Automation


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Tools & Automation

Service Management Center tool requirements and service management req. for vendors

and service partners are understood and documented so theycan be included in RFP and selection processes.

BI capability includes business metrics, analysis with IT metricsand produces actionable decision support information

Real-time customized to business unit or issue

scenario capability for projections and planning

modular for quick customization

reporting requirements are part of service design process andare defined as service is developed

analysis capability distributed to those who need it.... i.e.

business units can do own data mining ability to rec. real time feeds from all data sources.

Skills & Staffing


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Skills & Staffing

Help Desk

management that is operationally-focused, focus on

customer service and basic process core competencies in basic management, HR, customer

service

measurement of success is on meeting or exceedinghelpdesk metrics around call, etc.

management is usually more junior and may not be partof Sr. strategic management team

analysts who follow procedures, more customer service

focus vs. highly technical management focus on supervision and following order

Skills & Staffing


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Skills & StaffingService Desk

Management needs to be engaged in strategy developmentand establishment of goals, objectives

Managers need to have increasing analytical skills, i.e.analysis of increasingly complex and diverse information

need to be "data / metrics-driven, ID trends, implement

changes in process as result, very process-oriented management focus on leading and defining process,

operational practices, continuous improvement, etc.

May be multi-level of "management" in the service desk, i.e.team lead, manager -- increased empowerment

staff need to be multi-tasking, change ready and acceptchange and process changes easily

Staff has more flexibility, needs more mature judgment,knowledge of business environments

Skills & Staffing


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Skills & Staffing


Manager of SMC needs to part of executive team,

positioned to access & influence decision makers ($$$) Strategic SMC thinking and implementation of over

time.... years... ongoing

Business acumen competency -- understands links offinancial, program and operational impacts of serviceand business that they serve.

Sr. process owners need to report or have anoperational accountability relationship to the SMC Mgr.

Staff need increasingly more analytical skills. See bigpicture, analyze, skills to use Business analysis tools


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Service Desk Maturity Levels


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Se ce es atu ty e e sDefinition

Metrics

Monitoring

Reporting


Process

Maturity &

Integration


Value

Zone


The Value Zone


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Definition

Metrics

Monitoring

Reporting


Process

Maturity &

Integration


Business-Oriented

Executive-DrivenIT Process Integration


SLM Complete


Measures Business Impact

of IT events




You get what you needCost per Business Solution

ROI

Thank You!


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George Spalding

[email protected]

SMC = HelpDeskFuture2

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