paper practical itsm transformation qai v 1.0

Practical Lessons from the ITSM Transformation Initiative

@ Tesco

Lead Author: Sukumar Daniel, Author: Clement Jayakumar, Research Analyst: Eapen Sharon

9/4/2010 Practical ITSM Transformation @ Tesco HSC Ltd - Sukumar Daniel

2

Strategic Background The new strategic vision - HSC Provider of IT Services to Tesco

Increased complexity “Follow the Sun” Service Delivery

Urgent need for End to End Service Management Framework before “Convergence Initiative” kicks in

ITSM Framework invaluable for transitioning services from various countries into HSC

Roll out of e-Service Desk, well underway, the organisation has developed tool capability required for ITSM Transformation

Solution – “Architect and Realise” a proactive ITSM framework with continual improvement at the core of its DNA

To do this we will leverage on Tools, Processes, People and Partnerships.


3

ITSM Framework = ITOM

• Business Needs– Business is heavily dependent on IT for winning in the marketplace

– IT related problems can impact “customer satisfaction” and “Business Outcome”

– ITSM Framework required for aligning IT to business needs providing reliable, dependable and consistent Services.

– Require Capability to view performance at all levels in the service chain

• ITOM provides Mechanisms to:– Transform ways of working to embed Continual Improvement in Ways of

Working.

– Identify Objectives, Roles Responsibilities and Authorities for everyone in IT

– Effectively leverage Available tools and continuously improve capabilities for realising the ITOM Framework across People, Processes, Tools and Partnerships

– Establish required “Capability” for Service Performance Transparency


4

How ITOM will change ‘Ways of Working’

From Technology Management

To IT Service Management


5

4 dimensions of ITSM4 dimensions of ITSM


6

ITSMITSM

ITIL V 3.0 Best Practice Guidelines for

establishing ITSM

Process Oriented Approach to culture Change

ISO 20000: 05 International Standard

for ITSM

ISO 20000: 05 International Standard

for ITSM

Systematic Capability Systematic Capability ImprovementImprovement

The Change S

lope

Changing Business Environment Incr

easi

ng

Cap

abil

ity

Mat

uri

ty (

CO

BIT

)

Stability in a Stability in a Changing Changing

WorldWorld

The ITOM Project to establish a

baseline

ITSM Process & Tools


7

Tesco IT Services organisation - Service Provider to the Enterprise

Shared Network Infra

AppSrv

AppSrv

App Supplier

Infra Supplier

Process support

Shared DC Infrastructure

Demand Driven SOMAPurchasingStores FinanceDistribution

The Service Desk – Single Point of Contact for IT users

Cu

stom

er Sid

eS

up

ply S

ide

AppSrv

L3

L1

L2 Desk T o p

E Ma I L

Application Service Lines

App Supplier

Infra Supplier

Process support

L1L2

L3

Of fAuto

App Supplier

Infra Supplier

Process support

App Supplier

Infra Supplier

Process support

Service Channel Service Channel

Desktop Support Service Lines


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End to End ITSM Framework

SPOCBusiness Service

App Services Network Services

DSS Application Support

Outlook Client & Local Mailbox

LAN

Network Support

Network Equipment Providers

WAN Providers

WAN

Off Line SD

On Line SD

DSS Vendors

Email ServiceEnd User

DSS Server Support

Fire Wall

24 Hour Ops.

Server Clusters &

Shared Storage

Asset ManagementDC Infra Services

MS Server OS MS OutlookServer

MS SQL Server Anti Virus &

Mentoring

MS IIS Server

Spam Filter

Hardware Vendors

Asset ManagerL1 & L2 Support

L3 Support L3 Support

L3 Support

SLA OLA OLA OLA AMC

UPC


9

Lifecycle Milestones

Offline Triage

L2

Offline Analyst L2

Online Triage FTR L1

WT1

WT2

RT1

RT2

Group Triage L3

WT3

Group Engineer L3

RT3

Total Turn Around Time (TAT) <= SLA

WT4

Group Triage

L3

Group Engineer L3

RT6

WT6

WT5

Start

Resolve

Tickets can’t be placed on hold

‘Hand Shake’ mandatory for Re – Routing


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Incident Capture Innovations

2. Exclude duplicate call or Call chase

3. Associate with global calls

4. Classify for Service Based Analysis

5. Capture details using a Call Script

6. First Time Fix or Route to L2

1. Identify the Caller by ID

Repeatability across the organisationRepeatability across the organisation


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Service Catalogue = Incident Classification

1. Service Channel = Desktop Software1. Service Channel = Desktop Software

1.1. Service = Microsoft Outlook1.1. Service = Microsoft Outlook

1.1.1. Symptom = Unable to Send Receive1.1.1. Symptom = Unable to Send Receive

1.1.2. Symptom = Mail Box Full1.1.2. Symptom = Mail Box Full

1.1.3. Symptom = Not Able to Connect1.1.3. Symptom = Not Able to Connect


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1st Iteration Lessons

- 5 -IT Transformation Project04/09/2010 16:51

Service Desk Related Lessons

• Data collected from 6 agents has been used, out of a total of 16 agents

• Data was collected between the 16th and the 23rd of November 09

• Blank selections have been excluded

• A total of 172 incident folders have been used in the study

• 17 of the Incidents do not have data on Classification

• Steps have been taken to improve data collection and the results will be reviewed after a period.

Tickets Posted during the first week

- 7 -IT Transformation Project04/09/2010 16:51

Turn Around Time Comparative Analysis

NOTE: The above data is not a clear indicator of turn around timing as TAT depends upon Category of the call. Further the number of samples available for the analysis is quite small and no standardization has been employed for collection.

Fig 17 Usability of INC Classification

Fig 18 Usability of Closure Code

Easy to Use

Classification needs

Improvement

High Data Entry Error


13

2nd Iteration - A New Way of Perceiving FTF

Management I nfo 43 44 45 46 47 5W Tnd

IRs Raised 7309 8176 9436 10630 10475

Open IRs - - 1300 5455 5770

Pulse Entries 18 11 15 10 23

MIMP's 0 0 0 0 0 —

Changes Implemented 93 103 315 416 446

Change Board 41 32 59 66 64

I TSD

Calls into x59222 1011 543 2274 2195 1850

Calls Answered (%) 99 99 98 87 96

First Time Fix (%) 87 83 88 88 85

Abandoned Calls 24 8 57 333 55

I TSD Top Problems

USD 20 9 47 28 62

How Do I 140 44 247 154 205

Password Resets 157 133 451 227 224

24hr Ops Calls

SSO 1349 1786 1653 1911 666

Mainframe 386 393 333 394 211

RSO 616 645 489 538 142

UNX Alerts

TB 1925 2281 2115 3829 3834

EOD 1235 1781 1092 1289 1313

NG 8505 5700 6336 6910 7439

RS6000 3514 3695 3585 3362 3424

No of re assignments >=4 371 242 334 422 543

Stores > than 10 IRs open 3 14 8 11 10

First Time Fix Ranges Between

85 and 87%


14

FTF After Segregating Service Requests

67% SR33% IR


15

Top Three Ticket GeneratorsManagement I nfo 43 44 45 46 47 5W Tnd

IRs Raised 7309 8176 9436 10630 10475

Open IRs - - 1300 5455 5770

Pulse Entries 18 11 15 10 23

MIMP's 0 0 0 0 0 —

Changes Implemented 93 103 315 416 446

Change Board 41 32 59 66 64

I TSD

Calls into x59222 1011 543 2274 2195 1850

Calls Answered (%) 99 99 98 87 96

First Time Fix (%) 87 83 88 88 85

Abandoned Calls 24 8 57 333 55

I TSD Top Problems

USD 20 9 47 28 62

How Do I 140 44 247 154 205

Password Resets 157 133 451 227 224

24hr Ops Calls

SSO 1349 1786 1653 1911 666

Mainframe 386 393 333 394 211

RSO 616 645 489 538 142

UNX Alerts

TB 1925 2281 2115 3829 3834

EOD 1235 1781 1092 1289 1313

NG 8505 5700 6336 6910 7439

RS6000 3514 3695 3585 3362 3424

No of re assignments >=4 371 242 334 422 543

Stores > than 10 IRs open 3 14 8 11 10

USD, How Do I and Password Reset.


16

Top 10 Incident Generators


17

Top 10 Outlook Symptoms

67% belongs to Generic Others and

give no clue to the real problem


18

3rd Iteration – Improved Data

Data from 1 – 15th Feb

Data from 8 – 11th Mar

Dramatic Changes to the number of Incidents

classified as Others completely changes the profile of Classification

Dramatic Changes to the number of Incidents

classified as Others completely changes the profile of Classification


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Improving Closure Codes

Data from 1 – 15th FebData from 8 – 11th Mar

0

0.5

1

1.5

2

in\xb88 in\xd21 in\xx69 in\xi70 in\xk03 in\xk54 in\xp13

Tertiary Call categorization - Agent Error

Findings are based on 55% data

50% Reduction in Agent Error

Agents who need further training


20

4th Iteration Capability for Identifying Improvement Opportunity

Pareto Analysis

05

1015202530354045

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Issu

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conn

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Prof

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PST

corr

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Net

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Causes

Occ

uren

ce

0.00%

20.00%

40.00%

60.00%

80.00%

100.00%

120.00%

Cum

ulat

ive

%

Common Underlying CauseCommon Underlying Cause


21

Eliminating Underlying Cause


22

Next Steps

Service Quality Monitoring Group Organisational Change Facilitators,

Building on Lessons Learnt


23

The Virtual SQM group

ModuleSPOC

ModuleSPOC

Service Facilitator

SOM Tools GroupTechnical Support

Q GroupTechnical Support

E LearningTraining Program

Development

Learning & Development Training

Program Management (CDM)

ModuleSPOC

ServiceSPOC

Service DesksSDM

ServiceSPOC

DSS Support GroupsSDM

ServiceSPOC

Application Support Groups

SDM

ServiceSPOC

Infrastructure Support Groups

SDM

ProblemManagement

Group

Governance - HPD

Change Management

Group

Service Quality Monitoring Group


24

Summary of 100 Day Plan

Week 1 – 4 Establish Transparency

• Create End to End Service Map

• Review and Improve Classification and Closure Categorisation

• Perform Quality Review and Create Policy for Implementation and Compliance Assessment

• Re-Do configuration in ICCM

• Operate New Configuration

Week 5 – 8 Make Changes

Identify Top 3 Incident Generators

Identify Improvement Opportunities

Operate Problem Management Process

Implement Operational or System Changes

Operate Changed System

Week 9 – 12 Build Sustainability

Verify Effectiveness of Improvement through reduction in incident trend or Turn Around Time

Identify Applicable Classifications for Knowledge Articles, Approved Work Around and Call Scripts and implement

Finalise Multilevel Service Oriented KPI Metrics and Apply

Establish Compliance Assessment

See You Next Year

Question Time

paper practical itsm transformation qai v 1.0

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