Transcript No Slide Title

Process and the Service Desk:
Driving Consistency and Quality through Process Management
Peter Baskette
([email protected])
&
Bill Cunningham
([email protected] & www.wcunning.com)
• Copyright Peter Baskette and William L.
Cunningham. This work is the intellectual
property of the authors. Permission is granted
for this material to be shared for noncommercial, educational purposes, provided
that this copyright statement appears on the
reproduced materials and notice is given that
the copying is by permission of the authors. To
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written permission from the authors.
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Agenda
• Introduction
– IT Service Management
– Services & Processes
• ITIL Framework & Service Desk
• The Service Desk – A Process Based Model
• Managing Organizational Change
• Questions
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Process and the Service Desk:
Driving Consistency and Quality through Process Management
Process and the
Service Desk:
Driving Consistency and Quality through Process Management
Process and the Service Desk:
Driving Consistency and Quality through Process Management
Help Desk
Service
Desk
Help Desk
Service
Desk
IT Service Management
IT Service Management (ITSM)
• Systems Management
– Traditional IT management focus (well, not just IT)
– Leads to ‘silos’ as IT organizes around technical
specialties
• Service Management
– Clients and Customers do not consume the
‘systems’ IT Manages
– They use IT Services
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Definition of Service
• “a
service is a means of
delivering value to customers
by facilitating outcomes
customers want to achieve
without the ownership of
specific costs and risks.”
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IT Services – IT Processes
End –Users
Clients
People
Infrastructure
Information
Applications
IT Services
IT Processes
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ITSM, Frameworks and the Primary IT Value Chain
Build
Plan
Demand/Relationship Mgt.
Solutions Development
ITIL Service Design
ITIL Service Strategy
-Service Portfolio
T
Theory of
Conscious Alignment
Run
ITIL Service Transtion
-Service Catalog
-- SLM
--Avail & Capacity
-Transitions Planning/Suppt.
--Change Management
--- SACM (Configuration)
-- Release and Deployment
---- Svc. Testing and Validation
PMBOK
Prince2
Agile
SCRUM
Critical Chain
ISE
Operations/Support
SWEBOK
ITIL v2 Service Support
ITIL Service Operation
-- Incident
-- Problem
CMM
ITIL CSI
BPM
Theory of Constraints
Derived from Charles T. Betz, Architecture
and Patterns for IT Service Management,
Resource Planning and Governance
Thrasher’s Value Chain
Cut
Potatoes
Fry
Slices
Fries in
Containers
Take
Orders
• Hand
Container
• Take Money
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Generic Process Model
Roles & Resp.
(ARCI)
Resources
The Process
Inputs
Process Owner
Goals (Policies)
Activities (Procedures)
Key Terms
KPIs & CSFs (Metrics)
Outputs
Reports
Feedback
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OK, So What’s the Point?
If You Can’t Measure - You Can’t Manage
P-D-C-A
“If you cannot define
what you are doing
as a process, you do
not understand what
you are doing.”
-W. Edwards Deming
Principle of a Management Process:
1. You cannot manage what you cannot
measure.
2. You cannot measure what you cannot
define.
3. You cannot define what you do not
understand.
- W. Edwards Deming (1988)
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ITIL V2 - Service Management Responsibility
Pyramid
Service
Continuity
Configuration
Change
Release
Incident
Service
Desk
Problem
Availability
Financial
Service
Delivery
Capacity
Service
Level
Service
Support
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Service Management Responsibility Pyramid:
Problem and Incident (Support and Restore)
Incident
Service
Desk
Problem
Service
Support
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ITSM, Frameworks and the Primary IT Value Chain
Build
Solutions Development
ITIL Service Design
ITIL Service Strategy
-Service Portfolio
T
Theory of
Conscious Alignment
Operations/Support
ITIL Service Transition
-Service Catalog
-- SLM
--Avail & Capacity
-Transitions Planning/Suppt.
--Change Management
--- SACM (Configuration)
-- Release and Deployment
---- Svc. Testing and Validation
PMBOK
Prince2
Agile
SCRUM
Critical Chain
ISE
SWEBOK
Problem
ITIL v2 Service Support
ITIL Service Operation
-- Incident
-- Problem
Service Desk
Demand/Relationship Mgt.
Run
Incident
Plan
CMM
ITIL CSI
BPM
Theory of Constraints
Derived from Charles T. Betz, Architecture
and Patterns for IT Service Management,
Resource Planning and Governance
A Service Desk Management Model
Problem
Calls
Email
Voice mail
Chat
Walk-ins
Self-Service
Interaction
End –Users
Incident
Service
Desk
Service
Requests
Request
Fulfillment
RFIs
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The Desk Itself
Service
Desk
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Service Desk
Definition
•
The Single Point of Contact between the
Service Provider and the Users.
•
Manages Incidents and Service Requests.
•
Handles communication with users.
•
The Service Desk performs the first line
support for IT Services.
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Service Desk
Tasks
• Act as a single point of contact for users
• “Own” inquiry from start (recording, status reports)
to finish (close-out, monitoring satisfaction)
• Monitor adherence to the service level agreements
and take appropriate measures if there is a danger
of failure to meet an agreement
• Coordinate second level support and third-party
support units
• Provide management information to improve the
service quality
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Calls
Email
Voice mail
Chat
Walk-ins
Interaction
End –Users
Interaction Management
Service
Desk
Self-Service
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Interaction Management
• Pre-assignment of tickets
– Standardizes greeting
– Establishes initial questions, assessment, scripts.
• Jumping off point to multiple Processes:
– Incident, Service Request, Request for
Information, Change, Others
• Drives consistency for Incident and Request
– Filters ‘Request for information’ type calls
• Example: Standard Greetings
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An ACD Digression
GetHuman.com
• Website for by-passing phone trees.
• Four Suggestions:
– Always be able to ‘0’ out to get a human.
– System should estimate wait times every 60
seconds.
– Be concise: Avoid verbose prompts
– When no one is available, option to leave a message
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The Processes
Incident
Service
Desk
Service
Requests
Request
Fulfillment
RFIs
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Incident Management
• An Incident:
– Unplanned interruption to an IT Service or a
reduction in the quality of Service.
– In essence, Break/Fixes or Service Degradation
– Examples:
• Computer won’t boot today
• Network is slow
• Incident Management Goal:
– Restore normal service as quickly as possible
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Service Requests
• A Service Requests is:
– Request to do something for a user
– A request from a User for information, or advice, or
for a Standard Change or for Access to an IT
Service.
– Examples:
• Install an application on my computer
• Upgrade memory
• Password reset
• NOT a break/fix -- often less urgent
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Request Fulfillment
• Request Fulfillment:
– Process responsible for setting up access to the
organization’s computer systems. Examples:
• userids and passwords
• authentication and authorization
• Can be embedded in Service Requests
• But help if separate, dedicated process:
– Streamlines procedures for account creation and
levels of access or authority.
– Establishes distinct on-boarding process
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Request For Information
• Request for information
– What’s someone’s phone number
– Account storage quota
• Do you track them?
– Generally yes.
• Separately?
– Better to do so.
• Why?
– Compromises metrics for other Processes.
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A Service Desk Model - Redux
Problem
Calls
Email
Voice mail
Chat
Walk-ins
Self-Service
Interaction
End –Users
Incident
Service
Desk
Service
Requests
Request
Fulfillment
RFIs
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What’s the Process point?
Why create distinct Processes?
• One Answer: Management Metrics
• Leads to informed decisions:
– Organizational Structure
– Investment Decisions
– Procedures & Work Flow
• Or, more fundamentally…
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Deming’s Process Mandate
85% of a worker's effectiveness is
determined by the system he works
within, only 15% by his own skill.
-W. Edwards Deming
Reflective Questions
• Do you distinguish between incidents and
requests? Handle them differently?
• Do you collect metrics? Do they drive your
decisions? Your Vision?
• Do RFIs compromise your data?
• Do you have consistent Interaction
Management? Scripts? Standard
greetings?
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Another question
How to get there?
• If you choose to pursue formal Processes:
• Implement as a project
• Organizational Change
– Recognize this is Cultural Change
– Use an Organizational Change Model
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Implementing Process: Managing Change
Eight Stages of Leading Change, John Kotter
1. Create Sense of Urgency
2. Create Guiding Coalition
3. Develop a Change Vision & Strategy
4. Communicate the Change Vision
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Still Managing Change
Kotter’s 8-Stage Process continued:
5. Empower Broad-based Action
6. Generate Short-term Wins
7. Consolidate Gains and Product more Wins
8. Anchor New Approaches in the Culture
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Questions
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