process and the service desk: peter baskette ([email protected]) & bill cunningham...
TRANSCRIPT
Process and the Service Desk:
Peter Baskette([email protected])
&
Bill [email protected]
http://www.wcunning.com
Driving Consistency and Quality through Process Management
Twitter: wlcunning
Agenda
• Introduction
– IT Service Management
– Generic Process Model
• ITIL Framework & Service Desk
• The Service Desk – A Process Based Model
• Questions
4
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 Services9
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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- ITIL v3 Service Strategy
Definition of Service Management
• Service Management is a set of specialized organizational capabilities for providing value to customers in the form of services.
• Service Management takes the form of a set of Functions and Processes for managing Services over their Lifecycle.
• Service Management is also a professional practice supported by an extensive body of knowledge, experience
and skills. -ITIL v3 Service Strategy
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IT Services – IT Processes
IT Services
End –Users Clients
IT Processes
Appl
icati
ons
Info
rmati
on
Infr
astr
uctu
re
Peop
le
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ITSM, Frameworks and the Primary IT Value Chain
T
Plan Build Run
Demand/Relationship Mgt. Solutions Development Operations/Support
Derived from Charles T. Betz, Architecture and Patterns for IT Service Management, Resource Planning and Governance
ITIL Service Strategy-Service Portfolio
ITIL Service Design-Service Catalog-- SLM--Avail & Capacity
PMBOKPrince2AgileSCRUM
Critical Chain
Theory of Conscious Alignment
SWEBOK
CMMISE
ITIL v2 Service SupportITIL Service Operation -- Incident -- Problem
ITIL Service Transtion-Transitions Planning/Suppt. --Change Management--- SACM (Configuration)-- Release and Deployment---- Svc. Testing and Validation
ITIL CSIBPM
Theory of Constraints
ITIL v3 Service LifeCycle
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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
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Generic Process Model
The Process
Process OwnerGoals (Policies)Activities (Procedures)Key TermsKPIs & CSFs (Metrics)
Inputs Outputs
Roles & Resp. (ARCI)
Resources
Reports
Feedback
If You Can’t Measure - You Can’t Manage
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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19
ITIL V2 - Service Management Responsibility Pyramid
Service Level
Problem Change
Ser
vice
D
esk
Inci
dent
Rel
ease
Con
figur
atio
n
Ava
ilabi
lity
Cap
acity
Fin
anci
al
Ser
vice
C
ontin
uity
Service Delivery
Service Support
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Service Management Responsibility Pyramid: Problem and Incident (Support and Restore)
Problem
Ser
vice
D
esk
Inci
dent
Service Support
ITSM, Frameworks and the Primary IT Value Chain
T
Plan Build Run
Demand/Relationship Mgt. Solutions Development Operations/Support
Derived from Charles T. Betz, Architecture and Patterns for IT Service Management, Resource Planning and Governance
ITIL Service Strategy-Service Portfolio
ITIL Service Design-Service Catalog-- SLM--Avail & Capacity
PMBOKPrince2AgileSCRUM
Critical Chain
Theory of Conscious Alignment
SWEBOK
CMMISE
ITIL v2 Service SupportITIL Service Operation -- Incident -- Problem
ITIL Service Transition-Transitions Planning/Suppt. --Change Management--- SACM (Configuration)-- Release and Deployment---- Svc. Testing and Validation
ITIL CSIBPM
Theory of Constraints
Problem
Ser
vice
Des
k
Inci
dent
CallsEmailVoice mailChatWalk-ins
Service Desk
22
A Service Desk Management ModelEn
d –U
sers
Inte
ract
ion
Self-Service
RFIs
Incident
Service Requests
RequestFulfillment
ProblemKnowledge
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The Desk Itself
Service Desk
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Service DeskDefinition
• 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 DeskTasks
• 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
CallsEmailVoice mailChatWalk-ins
Service Desk
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Interaction ManagementEn
d –U
sers
Inte
ract
ion
Self-Service
Interaction Management - Benefits
• Dedicated Service Desk Process
• 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 calls27
Interaction Management - Goals
• Effective routing and processing of inbound and outbound communications
• Provision of interaction information to all persons working with a contact to ensure service consistency.
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Interaction – Initiating Process Flow
30- Created with MetaStorm ProVision
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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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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CallsEmailVoice mailChatWalk-ins
Service Desk
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The Support and Restore Processes (troubleshooting)
End
–Use
rs
Inte
ract
ion
Self-Service
RFIs Incident
ProblemKnowledge
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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Incident Mgt. Controls & Measures (sample)
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Control MeasureIncidents classified according to SLAs- SD to monitor all Incidents until closure
•% Incidents closed within SLA
SD procedures include escalation criteria and communication procedures if SLAs in danger of breech and/or workarounds not available
•% Incidents requiring escalation•% Incidents without workarounds•Distribution of Incidents by severity
SD procedures for timely monitoring and clearance of customer queries include resolution/closure and confirmation steps to ensure action taken has been agreed by customer
•% unresolved Incidents required to be forwarded to Problem Management•% calls a bandoned•Distribution of call answer times•% calls cleared/closed during initial contact
Produce reports for the measurement of service performance including response times and trends.
•% customers satisfied (relative to SLA)•Average MTTR relative to service targets
IM able to leverage past incidents and knowledge base to improve speed and quality of response
•% Incident records successfully matched to IM, PM, and/or KB records.
Incident Mgt. – High Level Model
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Created with MetaStorm ProVision
Incident Classification and Initial Support
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Created with MetaStorm ProVision
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Service Management Responsibility Pyramid: Problem and Incident (Support and Restore)
Problem
Ser
vice
D
esk
Inci
dent
Service Support
KB
ITIL v2 Support and Restore Triad
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Problem Management Process Flow
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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 urgent45
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 helps if separate, dedicated process:
– Streamlines procedures for account creation and levels of access or authority.
– Establishes distinct on-boarding process
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Service Desk
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A Service Desk Model - ReduxEn
d –U
sers
CallsEmailVoice mailChatWalk-ins
Inte
ract
ion
Self-Service Incident
Service Requests
RequestFulfillment
ProblemKnowledge
RFIs
RFCs (Change Mgt)
Interaction – Initiating Process Flow
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Change Mgt – High Level Process
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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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Service Desk
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A Service Desk Model – Support and Restore
End
–Use
rs
CallsEmailVoice mailChatWalk-ins
Inte
ract
ion
Self-Service Incident Problem
Knowledge
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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Thrasher’s Value Chain
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OK, So What’s the Point?