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World Class Service Support

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  • Service Desk function (front of house) Incidents come into helpdesk and resolved or referred to second and third level support teams. Problem management refers to a ‘number of incidents’ or where known error. More than one incident that requires further troubleshooting to resolve. Release Management refers to project work and an update in Gina’s Project Proposal to improve hand over from front to back office is a section that will ensure all documentation, communication, training and knowledge transfer is signed off prior to a production service being released into service.
  • The whole framework – concentrating on Service Management i.e. Service Support and Service Delivery
  • The Objective - Strategic Alignment Alignment with University strategy and goals to achieve World Class Service Support and enable the successful implementation of the MWE by implementing working practices and support structures internally. INSRV Excellence Today Enabling INSRV to achieve excellence by doing the right things! Implementing the right service improvements that provide ‘quality’ to the customer! INSRV Creating New Futures Investing in ourselves and the way we work to achieve the maximum potential. Enabling and building for tomorrow’s future. Front Office & Back Office, Service Develoment & MWE The implementation of streamlined practices and Service Support developments are key enablers of success in the implementation of the Modern Working Environment by managing workflow, improving communication, providing knowledge centrally and self service resolutions.
  • The Problem - Setting The Scene – Expert silos, fragmented communication, lack of ownership of services, changes made without prior notification and with little consideration for potential impact on the service what do service disruptions actually mean to the customer/dept i.e. impact on the way they work. Can they still access the network, work off-line, see file space! The Challenge – Culture – Changing the culture within INSRV is the key enabler for success. Reference front office & back office presentation. Commitment & Ownership - To work together to achieve mutual objectives and ‘own’ services and problems. ITSM – Focuses on the ‘customers perspective’ of IT’s contribution to the University. A characteristic statement from the ITSM literature: Providers of IT services can no longer afford to focus on technology and their internal organisation, they now have to consider the ‘quality of the services’ they provide and ‘focus on the relationship with customers’. ITIL – Information Technology Infrastructure Library. ITIL is a customisable framework of best practices that promote quality in IT.
  • Difficult to keep track of so many calls – not all support calls – need for change management Open calls – many are not updated appropriately - should be closed. Emails – must read ALL emails – doubled in last year Walk-in visits to Duthie and Park Place - not including local ITSA support 85% - ties up phones – expectation to resolve is high RMS – increasing used by schools could be extended to all ITSA’s. With the agreement of site heads. Top Tips/Best Practice advertised in INSRV Weekly. July 2004 – scheduled / routine work, Change management Customer expects value for money - LEAN
  • Setting Scene How can the Service Desk deal with today’s demands/MWE ? Currently the Service Desk and working practices, we could not handle the situation any differently than we already do! - Technical silos - Different working practices -Communication issues
  • The Problem - Setting The Scene – Expert silos, fragmented communication, lack of ownership of services, changes made without prior notification and with little consideration for potential impact on the service what do service disruptions actually mean to the customer/dept i.e. impact on the way they work. Can they still access the network, work off-line, see file space! The Challenge – Culture – Changing the culture within INSRV is the key enabler for success. Reference front office & back office presentation. Commitment & Ownership - To work together to achieve mutual objectives and ‘own’ services and problems. ITSM – Focuses on the ‘customers perspective’ of IT’s contribution to the University. A characteristic statement from the ITSM literature: Providers of IT services can no longer afford to focus on technology and their internal organisation, they now have to consider the ‘quality of the services’ they provide and ‘focus on the relationship with customers’. ITIL – Information Technology Infrastructure Library. ITIL is a customisable framework of best practices that promote quality in IT.
  • If We (INSRV) don’t know what services we provide, how can we expect our customers to know what they are and how can we hope to support them? - Service Definitions (click link) The Delivery of Our Expectations Of Our Customers and ‘contract’ to each Other. A Service Charter (click link) & documentation - Informing customers of their responsibilities - Agreed Commitments and Consultative Agreement we have between teams to resolve customers problems. Operational Level Agreements Agreement between INSRV Teams and Front Office to enable SLA’s to be achieved. Communication across Teams between TEG, USG, UIG and ULG Service and Operational Level Agreements (click link) - Communication Timeframes Support Levels Commitment to Resolve Service Owner Availability of Service (what can do / what is unavailable) options!
  • Impact / Incident Management Managing the day to day problems with a resolve to return to service as soon as possible. - Incident Management Procedure – documentation to ‘manage’ incidents where more than one person is affected or where a service is severely disrupted. Telephone Incident Prompts – enable incidents to be announced on the telephone system when customers contact the helpdesk. Enabling a reduction of calls and promotion of our incident management/communication service. - Chat Room (show link) Shared Workspace – enabling further communication. Learning Points - part of incident management procedure, enabling the reduction in the number of same type of problems being reported – proactively learn from our experiences - insrvStatus Page (show link) advertising service disruptions
  • insrvStatus Chat Communication between insrvConnect Helpdesk, Operations and insrvDirect to ensure incidents are updated on the Status Page and communication is passed to customers within a 15 minute timeframe!
  • Portal & Self Service Log a support call to the helpdesk and see progress of calls (reduce chasing) FAQ’s – in one central place and linked into helpdesk system to enable targeted support 24 x 7, remote, out of hours Virtual Librarian – Within core hours live interaction with an Information Specialist Password Changing – self service (reduce the number of calls to front office) Self Service (enable information to be kept up to date – contact details etc)
  • Automation Emails automated within the Service Desk. Availability to free up 1 FTE. Operational Reporting & Trend Analysis See the services causing problems and over time enablement of proactive steps to resolve service disruptions. Asset Inventory / Awareness Configuration Management and discovery of assets, impacts and associations (from servers to pcs). Must be kept up to date to be of benefit! 1 FTE. Enabling Impact Analysis as Configuration Management provides back office with configuration items and impacts and interdependencies Management of Changes Management of changes and provision service support with key knowledge to aid troubleshooting. Defined Workflow & Control of changes internally Change Calendaring – awareness of changes taking place, management of changes and requirement for ‘Change’ Manager to oversee Changes and Change Managers of Services. Common Practices and Standards Standardised Working Practices, common way of working, Point of Contact within teams – helps front office communication Standardised Naming Convention Technical Services Taxonomy (IT Standard) One framework to know and understand for technical services Central Repository of Knowledge Knowledge Base enabling information to be held in one central place and the same information given to customers (everyone interprets information differently ‘human factor’). Self Service Enabling staff and students to find FAQ’s in response to enquiry 24 x 7 and reach out to researchers, remote staff and out of hours customers. Distributed IT Utilisation Smart Thinking & Resource Management – redefining roles and using our ITSA and graduate centre colleagues to provide local knowledge and help Enablement of Personal Development More efficient and effective service enabling more time for personal development and the provision of value added support
  • Realisation & Acceptance – MWE The introduction of ITSM is integral in achieving MWE success and optimisation of our service support and delivery. ITSM is a key enabler! Culture – Key Driver Restructuring Teams to enable front office back office and matrix working and virtual teams is key in enabling INSRV achieve success and put ourselves in a position to embrace the new working practices. Management Team need to push for change/culture & embracement of procedures FOBO/Joined Up Working together with defined roles & responsibilities & ownership Cross Project Integration – Ability to work effectively within INSRV and with other Schools and Departments Service provided by INSRV should be seamless regardless ‘who’ deals with query, in core hours, out of hours, remote user or on campus, at library or at 40 PP Engagement – Liaising, consulting, gaining feedback – TEG representative of ‘customer viewpoint’ and important to UIG, USG and ULG in gaining customer requirements/feedback Cando – Lean Thinking – Actions – housekeeping and removal of waste. Services that our ‘customers’ want and focused on providing value. To become effective , we need to MOTIVATE people by enabling them to do there jobs well and providing them with knowledge and enabling them to gain experience ACTION – lead by example
  • Incorporation of ITSM within MWE Project Ratify and Agree the Service Definitions Ratify and Agree Primary and Secondary Service Owners Ratify and Agree the Service Charter Agree to promote Operational Level Agreements and responsibilities across all teams Promote common working practices and ‘Point of Contacts’ within Teams Agreement that 2nd and 3rd Level Support own calls and take responsibility for liaising with Customers and not passing back interaction to Front Office Ratify and Agree the Operation Requirements and thereby agreement of preferred supplier for a replacement Service Desk (through Tendering Team)
  • Incorporation of ITSM within MWE Project Ratify and Agree the Service Definitions Ratify and Agree Primary and Secondary Service Owners Ratify and Agree the Service Charter Agree to promote Operational Level Agreements and responsibilities across all teams Promote common working practices and ‘Point of Contacts’ within Teams Agreement that 2nd and 3rd Level Support own calls and take responsibility for liaising with Customers and not passing back interaction to Front Office Ratify and Agree the Operation Requirements and thereby agreement of preferred supplier for a replacement Service Desk (through Tendering Team)
  • Transcript

    • 1. World Class Service Support Delivering IT Service Management Through the Service Desk John Elliott – Service Manager Lorraine Forster – Service Management Consultant
    • 2. What is ITSM
      • IT Service Management (ITSM) is a discipline for managing large-scale information technology systems.
        • Focuses on the customer's perspective of IT's contribution to the University.
        • ITSM stands in deliberate contrast to technology-centered approaches to IT management and University interaction.
      • The following represents a characteristic statement from the ITSM literature:
          • Providers of IT services can no longer afford to focus on technology and their internal organization, they now have to consider the quality of the services they provide and focus on the relationship with customers.
    • 3. IT Service Management
    • 4. ITIL Definition
      • I nformation T echnology I nfrastructure L ibrary
      • The Information Technology Infrastructure Library (ITIL) is a customisable framework of best practices that promote quality computing services in the information technology sector. ITIL addresses the organisational structure and skill requirements for an IT organisation by presenting a comprehensive set of management procedures with which an organisation can manage its IT operations.
    • 5. ITIL Framework
    • 6. Introduction
      • Cardiff Objectives
        • Alignment of IT services with current and future business needs
        • Excellence Today (Quality)
        • Creating New Futures
        • Reduction of long-term service provision costs (Lean Thinking)
    • 7.
      • The Challenges
        • Acceptance of IT Service Management
        • Acceptance of ITIL
        • Commitment & Ownership
        • Culture Change
    • 8. Scale of Operation – period Sept 2005 - August 2006
      • Calls logged Sept 2005 - August 2006
      • Typical number of calls open in RMS
      • Phone calls received
      • emails processed
      • Walk-in visits received each month
      • Video conferences coordinated by insrvConnect staff since April 2006
      • Percentage of calls resolved by the desk team at the point of call
      • Written complaints received
      • 26,100
      • 1,052
      • 26,000
      • 30,000
      • 500
      • 120
      • 85%
      • 10
    • 9. Where We Were
      • Q. How could the Service Desk deal with future demands?
      • A. It could not in its current form and with a lack of standardisation
        • Technical Silos
        • Varied Working Practices
        • Communication Issues
    • 10. Where next?
    • 11.
      • Starting The Journey – First Steps
        • Project proposal and presentation to the insrv Board
          • approved
          • action plan agreed
          • replacement of current RMS Service Desk seen as key requirement to success
        • Briefing Presentation to Staff
        • Engagement Meetings – with deliverables
    • 12. Continuing The Journey – Our Path to Success
      • Redefine Services
        • Service Definition
      • Delivery of Expectations (Of Our Customers)
        • Service Charter
      • Team Agreements (To Resolve Problems)
        • Service & Operational Level Agreements
        • ITSM Operational Engagement Meetings
    • 13. Continuing The Journey – Our Path to Success
      • Improved Communication & Management of Incidents & Problems
        • Review of Incident/Problem Management Procedures
        • Development of Telephone Incident/Problem Announcements
        • Implementation of Instant Messaging Chat Rooms
        • Introduction of Shared Workspace & Collaboration Tools
        • Integrating Learning Points
      • Raising awareness of issues to staff and students
        • InsrvStatus Page
    • 14.  
    • 15. Continuing The Journey - Our Path to Success
      • What Provision of Help & Self Service Do We Want For Our Staff and Students?
        • Portal & Self Service
        • Ability to Log and View Calls
        • Accessibility of FAQ’s in Response to Support Calls
        • Access to an Information Specialist in Real Time
        • Ability to Change Passwords On-line & Remotely
    • 16. Continuing The Journey - Our Path to Success
        • Automation
        • Management Reporting & Trend Analysis (Dashboard)
        • Common Practices and Standards
          • Technical Services Taxonomy
        • Management of Changes (Change Calendar)
        • Asset Inventory & Systems Monitoring
        • Central Repository of Knowledge
        • Self Service
        • Distributed IT Support
    • 17. What We Are Doing To Achieve Success
      • The Achievement of Key Goals
        • Acceptance that ITSM is key to delivering Quality Service Support
        • Changing to a Service Culture & Embracement of Common Working Practices
        • FOBO – A Seamless Service
        • CANDO Actions – Lean Thinking
          • C – Clean up (sort, clear out)
          • A – Arranging (set in order, clean & check)
          • N – Neatness (shine, configure)
          • D – Discipline (standarising/conformity)
          • O – On-going Improvement (sustain, custom & practise)
    • 18. How? Commitment Resources Integrate with MWE Develop Common Working Practices & SPOC’s Develop Configuration and Change Manager Role Provide Resources for Knowledge Base INSRV
    • 19. How? Agreement Integrate with Corporate Systems Promote Change & Raise Awareness of ITSM Promote Service Desk to Schools & Divisions Define Change Managers & Procedures Provide Customer Self Service System Monitoring & Alerts for FO Build Knowledge Base Service Charter Service Definitions OLA’s Team Ownership of Service Desk Calls Implementation of ITSM Project
    • 20. Questions