• Like
Enabling Your Service Desk to be the Front Face to IT
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

Enabling Your Service Desk to be the Front Face to IT

  • 706 views
Published

Your service desk should be the one stop shop for internal and external customers. But, in order for IT to be the orchestrator of knowledge and the service catalogue, you need to provide excellent …

Your service desk should be the one stop shop for internal and external customers. But, in order for IT to be the orchestrator of knowledge and the service catalogue, you need to provide excellent service and quick response times. Join Forrester and Nimsoft for this one hour webcast and discover the most current recommendations for service delivery and management best practices.

Visit http://www.nimsoft.com/solutions/nimsoft-service-desk for more information.

Published in Technology
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
706
On SlideShare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
31
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. Welcome!Enabling your service desk to be thefront face to ITTim Rochte Eveline Oehrlich (Hubbert)Senior ProductMarketing Principal AnalystManager ForresterNimsoft Page 1 © nimsoft, all rights reserved
  • 2. The Technology of Efficient ITTim RochteNimsoft Product Marketing Page 2 © nimsoft, all rights reserved
  • 3. People and Process need Technology Consistent Knowledge Interface of business services Normalized metrics Nimsoft Unified Manager Page 3 © nimsoft, all rights reserved
  • 4. Nimsoft Unified ManagerService Management for Modern IT Bullet-proof service management processes Broadest set of technology monitoring Unified Page 4 © nimsoft, all rights reserved
  • 5. Solution Overview Page 5 © nimsoft, all rights reserved
  • 6. Nimsoft Service Desk Page 6 © nimsoft, all rights reserved
  • 7. Benefits for your organization› Configure don’t code Adaptable workflow » Workflow is 100% configurable allows you to meet your » No programming skills required specific business needs without custom code » Configuration not lost in upgrades› Simple Pricing Model Simple » Pay per user implementation » Fixed or floating licenses shortens your time to value » Free end user access› Cost Savings Seamless upgrades » Automated Free Upgrades make it possible to get the latest improvements » No Infrastructure Required without ripping apart your implementation Page 7 © nimsoft, all rights reserved
  • 8. Benefits for your users› Workflow focuses on actions » Tell Nimsoft Service Desk what to do, don’t guess based on status changes› Tried and True Interface for Service Desk Agents » High Throughput, Multi-Window design - Keep individual Incidents, Change Requests, etc. open while working in other parts of the system » Easy to use Portal Web Interface » Available anywhere anytime› Self Service available by Automatic incident web or e-mail creation lets you proactively address potential service interruptions Page 8 © nimsoft, all rights reserved
  • 9. Real World Proven› Scalability » Publishing company with worldwide presence - 50+ countries, 1000 calls per day – 300,000 customers - Cut costs 25% - To production in 4 weeks› Lower TCO » IT Services & Compliance - 15 agents, 350 employees, 500 tickets…primary tool for managing PCI compliance controls› Time to Value » Customer Service - 40 agents, supporting 35,000 external customers, 10,000 tickets/month… production in 4 weeks Service Operations » Incident Management » Problem Management » Request Management Service Transition » Change Management » Service Asset Configuration Management Service Design » Service Level Management Page 9 © nimsoft, all rights reserved
  • 10. End user self service Page 10 © nimsoft, all rights reserved
  • 11. Unified Analyst ScreenMain screenshows‘tickets’relevant tothe user andbasicdashboard.Othermodulesavailable inone clickalong theleft Page 11 © nimsoft, all rights reserved
  • 12. Configuration Management Search, drill down and graph CMDB items and relationships Page 12 © nimsoft, all rights reserved
  • 13. ReportingReportsdisplayed inNimsoft ServiceDesk or exportedto PDF or CSV Page 13 © nimsoft, all rights reserved
  • 14. Nimsoft Service Desk Benefits Adaptable workflow Simple implementation allows you to meet your shortens your time to specific business needs value without custom code Seamless upgrades - get Real world proven ITIL the latest improvements and years of best without ripping apart practices built in your implementation Page 14 © nimsoft, all rights reserved
  • 15. Nimsoft Unified Manager Common Experience in SaaS or On Premise to shared UI and common suit your business technology Automatic incident Pay as you Go to align creation -proactively with your business address potential value service interruptions Page 15 © nimsoft, all rights reserved
  • 16. The People, Process and Technology of Efficient ITEveline Oehrlich (Hubbert), Principal AnalystSeptember 22, 201116 © 2011 Forrester Research, Inc. Reproduction Prohibited 2009
  • 17. Agenda The good news and the bad news IT operation teams face challenges The components of efficiency The roadmap to efficient IT17 © 2011 Forrester Research, Inc. Reproduction Prohibited
  • 18. The top business priorities in 2011: Grow revenues, acquire customers, and lower costs“What are your firm’s five (5) most important corporate business priorities over the next 12 months?” (Multiple responses accepted) Grow overall company revenue 64% Acquire and retain customers 54% Lower the firm’s overall operating costs 44% Acquire and retain talent 38% Improve quality of products and/or processes 37% Improve your customer relationships 36% Improve our ability to innovate as an organization 32% Improve workforce productivity 31% Drive new market offerings or business practices 28% Expand into new geographic markets 27% Improve business flexibility and resilience 21% Streamline business operations and consolidate… 20% Comply with government regulations and… 14% Re-engineer core business processes 14% Acquire other companies or divest parts of… 11% Improve corporate environmental sustainability… 10% Move costs from capital to operating expense… 3% Other priority 1% Base: 2,691 business decision-makers and budget holders from companies worldwide with 100 or more employees Source: Forrsights Business Decision-Makers Survey, Q4 2010 18 © 2011 Forrester Research, Inc. Reproduction Prohibited
  • 19. Business and IT relationship19 © 2011 Forrester Research, Inc. Reproduction Prohibited
  • 20. Three forces will have a significant impact on the IT-business relationship 2010 2014 2016 202020 © 2011 Forrester Research, Inc. Reproduction Prohibited
  • 21. Technology drives revenue and innovation and cuts costs “How much do you agree with the following statements about technology at your firm?” (Respondents selecting “4” or “5” on a scale from 1 to 5 [5 being “strongly agree”]) 4 5 - Strongly agree The executive team is regularly involved in decisions about 34% 43% technology investmentsTechnology is a fundamental element of our business model 28% 49% Reducing costs/improving efficiency through technology is 31% 45% high on the agenda of our executives/board Driving business innovation through technology is high on 31% 38% the agenda of our executives/board Business management understands technology 40% 20% IT management understands our business 35% 23% Business groups’ technology purchases influence other 40% 16% business groups’ selections The executive team won’t invest in technology unless the 26% 17% case is driven by business leaders and not by IT IT solicits business input on technology investments, but 23% 14% they make the final decision Business groups generate ideas using technology to solve 20% 7% problems, but few are implementedBusiness leaders often make investments in technology and 15% 6% services without IT’s involvement Base: 2,691 business decision-makers and budget holders from companies worldwide with 100 or more employees Source: Forrsights Business Decision-Makers Survey, Q4 2010 21 © 2011 Forrester Research, Inc. Reproduction Prohibited
  • 22. The good news: we can spend! Forecast: Global IT Purchases On Currency-Adjusted Basis, 2010 To 2012 Source: January 31, 2011, “2010 To 2012 Global Tech Industry Outlook”22 © 2011 Forrester Research, Inc. Reproduction Prohibited January 2011 “2010 To 2012 Global Tech Industry Outlook”
  • 23. The bad news: need to reduce the MOOSE M_aintenance of O_ngoing O_perations S_ystems and E_quipment23 © 2011 Forrester Research, Inc. Reproduction Prohibited
  • 24. Reverse MOOSE with IT efficiency to free up time and dollars for revenue and innovation activities IT MOOSE: Maintain Ongoing Operations Systems (and) Equipment Source: October 18, 2005. “Defining The MOOSE In The IT Room”24 © 2011 Forrester Research, Inc. Reproduction Prohibited
  • 25. Improving IT efficiency is top priority “Which of the following initiatives are likely to be your IT organization’s top IT management priorities over the next 12 months?” High priority Critical priority Improve the efficiency of IT 50% 31% Improve or streamline business processes 48% 29% Improve our customer management capabilities 49% 27% Increase IT capacity/resources to drive 48% 27% business innovations Increase the scope of ITs centralized or shared 47% 23% services Improve the measurement of ITs impact on 47% 22% business performance Define strategy for risk and compliance 47% 21% Expand eBusiness or Internet initiatives 38% 23% Improve the sustainability and energy efficiency 40% 15% of IT operations and infrastructure Market the IT department within the firm 38% 13% Improve IT performance by adopting processes 36% 13% like CMM or ITIL Base: 2,803 IT executives and technology decision-makers from companies worldwide with 100 or more employees Source: Forrsights Global IT Budgets, Priorities, And Emerging Technology Tracking Survey, Q2 201025 © 2011 Forrester Research, Inc. Reproduction Prohibited
  • 26. IT Operation groups face challenges BusinessService delivery demands Customer satisfaction Justifications Adoption Service consumptionNew technologies 26 © 2011 Forrester Research, Inc. Reproduction Prohibited
  • 27. We could … Source: Rudder Finn blog http://www.ruderfinn.co.uk/blogs/dotcom/files/2009/06/enviromental-head-in-the-sand.jpg27 © 2011 Forrester Research, Inc. Reproduction Prohibited or …
  • 28. Efficiency = People + Technology28 28 contents © 2010 Forrester Research,Reproduction Prohibited Entire © 2011 Forrester Research, Inc. Inc. All rights reserved. + Process
  • 29. Efficient IT does much more than reduce IT costs — it also frees up time and money to focus on revenue generating and innovation activities.29 © 2011 Forrester Research, Inc. Reproduction Prohibited
  • 30. Examples of Inefficient IT (waste of CAPEX and OPEX) CAPEX OPEX  Overprovisioning  Low ABC-to-IT admin ratios  Low utilization  Low XYZ-to-employee ratios  Unnecessary redundancies  Poor operational best practices  Misallocation of resources  Lack of policy enforcement  Misallocation of devices  Lack of energy management  Poor needs assessment  Inadequate skills  Overly conservative  Inadequate system management  Inadequate capacity planning30 © 2011 Forrester Research, Inc. Reproduction Prohibited
  • 31. Inefficiencies in your IT staff and business users  Poor economies of scale: Typical physical Windows server/admin ratio —15:1; virtual servers — 50:1; cloud — 10,000:1  Repetitive tasks: On average, 25% to 40% of help desk calls are related to password resets.  Low-value tasks: Admins resemble boiler watchers when they get stuck on tasks with no real business value, like monitoring single servers.31 © 2011 Forrester Research, Inc. Reproduction Prohibited
  • 32. Inefficiencies in your software and applications  “Shelfware”: A survey showed half of enterprises were over- licensed by between 10% and 30%.  Wasted maintenance: Typical maintenance rates average 22% of the license cost annually, so in a three-year agreement, each license is 66% more.  Unfulfilled maintenance value: Though far more carried Software Assurance with upgrade rights to Vista, this never exceeded 15% of the market.  Misappropriation of funds: A recent survey showed audits rise from 3% in 2009 to 13% in 2010.  Inefficient expenses: Many audits cost £200,000 or more.32 © 2011 Forrester Research, Inc. Reproduction Prohibited
  • 33. Your Roadmap To Efficient IT33 © 2011 Forrester Research, Inc. Reproduction Prohibited
  • 34. A framework for improving IT efficiencyIdentify efficiency Define metricsopportunities People Process Technology Remediate Measure and analyze34 © 2011 Forrester Research, Inc. Reproduction Prohibited
  • 35. All of which requires to shift to a modern IT 1. A “changed” IT organization 2. An effective understanding of key business services and how IT supports them 3. Integrated, aggregated management of these services 4. Adoption of best practice framework(s) 5. A front desk : your customer service team35 © 2011 Forrester Research, Inc. Reproduction Prohibited
  • 36. Traditional technology-oriented departmentSource: March 11, 2009, “Inquiry Spotlight: Infrastructure & Operations Organizational Structures, Q1 2009”36 © 2011 Forrester Research, Inc. Reproduction Prohibited
  • 37. New process/service-oriented departmentSource: March 11, 2009, “Inquiry Spotlight: Infrastructure & Operations Organizational Structures, Q1 2009”Forrester report37 © 2011 Forrester Research, Inc. Reproduction Prohibited
  • 38. The new IT organization: the IT enterprise Business Business Business Business unit unit unit unit Business services IT enterprise management IT process management IT service IT service transition IT service delivery development Source: December 8, 2009, “Its Time For IT Management Software 2.0”38 © 2011 Forrester Research, Inc. Reproduction Prohibited
  • 39. Reverse MOOSE with IT efficiency to free up time and dollars for revenue and innovation activities IT MOOSE: Maintain Ongoing Operations Systems (and) Equipment In 2010: Only 50% of the budget went to IT MOOSE . . . this is good!39 © 2011 Forrester Research, Inc. Reproduction Prohibited
  • 40. The management of the service Business Lead – Order-to-cash Procure- Hire- Online (Enter order  notify customer  check credit ... processes to-order to-pay to-retire banking  reserve stock  arrange delivery  confirm) Business Customer Product Inventory Order Shipping Billing Returns ... services portal catalog service fulfillment service serviceApplications Custom and composite apps Packaged apps Other apps Java/.Net-based, portals, mesh-ups, proc-based . . . SAP, Siebel, PSFT, EBS, JDE, i-flex, . . . Exchange, Legacy, . . . Midtier Middleware Databases Virtual environments WS, AS, BPEL, ESB, . . .Infrastructure OS/servers Storage devices Networking devices components Linux, Unix, Windows, . . . NAS, SAN, . . . Routers, switches, VOIP, . . . 40 © 2011 Forrester Research, Inc. Reproduction Prohibited
  • 41. Shift from a “thousand points of light”Services FS ApplicationsApplications Storage SecurityCollaboration IDS Anti-SpamBusiness Content Filtering Identity ManagementIntelligence/ IT ManagementAnalytical SoftwareApplications Vulnerability Assessment Regulatory ComplianceApplicationIntegration Management FirewallsApplication AV/Spyware MonitoringDevelopmentToolsDatabaseOSHardware Computer Network StoragePlatform Fortune 500 Financial Institution 41 © 2011 Forrester Research, Inc. Reproduction Prohibited
  • 42. Unified IT management Order-to-cash Business Lead – Procure- Hire- Online ... (Enter order  notify customer  check credit Processes to-order  reserve stock  arrange delivery  confirm) to-pay to-retire banking Business Customer Product Inventory Order Shipping Billing Services Returns ... portal catalog service fulfillment service service IT management software: manages complexity and diversity Applications Custom and composite apps Packaged apps Other apps Java/.Net-based, portals, mesh-ups, proc-based . . . SAP, Siebel, PSFT, EBS, JDE, i-flex, . . . Exchange, Legacy, . . . Midtier Middleware Databases Virtual environments WS, AS, BPEL, ESB, . . .Infrastructure OS/servers Storage devices Networking devices components Linux, Unix, Windows, . . . NAS, SAN, . . . Routers, switches, VOIP, . . .42 © 2011 Forrester Research, Inc. Reproduction Prohibited
  • 43. The role of IT management software Making complexity and diversity manageable  Providing a consistent interface and process independent of the underlying technologies through automation  Providing a complete knowledge of business services, applications, and infrastructures  Collecting normalized metrics from all types of infrastructure devices  Providing a “virtual” management view of all processes and adapting to diverse infrastructures  Adjusting automatically requirements to infrastructure through provisioning43 © 2011 Forrester Research, Inc. Reproduction Prohibited
  • 44. Process: firms still rely heavily on in-house solutions “What IT control or process methodologies, standards, or frameworks is/are currently in use? Please select all that may apply” Base: 174 IT process control stakeholders at North American and European organizations Source: ITIL Adoption Online Survey, Q3 2009 44 © 2011 Forrester Research, Inc. Reproduction Prohibited
  • 45. How has ITIL (IT Service Management) impacted the following? Org Reputation Ops Productivity Service Quality Significantly beneficial Beneficial No change Detrimental Significantly detrimental Don’t know Ops Costs Source: Service Management Insights from the 2011 Forrester/itSMF-USA ITSM Study45 © 2011 Forrester Research, Inc. Reproduction Prohibited
  • 46. The focus in 2011 and beyond should be on IT efficiency  productivity  quality Reduce Improve  flexibility Cost Quality Improve Improve CustSat Consistency46 © 2011 Forrester Research, Inc. Reproduction Prohibited
  • 47. The customer experience with your service desk shapes the reputation of the entire IT group Cost Cost Revenue Customer Compliance Compliance satisfaction Customer Business47 © 2011 Forrester Research, Inc. Reproduction Prohibited
  • 48. Example: financial services help desk Challenge: Soaring help desk costs and evolving workforce requirements Solution: efficiency initiative This company drove efficiency to cut costs while preparing for newer devices and support scenarios.  People: Created subgroups, trained help desk employees on newer platforms, and created cross-role teams to support new devices  Process: Created dedicated support for business-critical employee segment and handoffs to minimize employee downtime  Technology: Centralized their knowledge base and created a social platform for solution sharing and implemented self-service tools to cut down help desk calls48 © 2011 Forrester Research, Inc. Reproduction Prohibited
  • 49. Thank youEveline Oehrlich+1 617-613-8803eoehrlich@forrester.comBlog: blogs.forrester.com/eveline_oehrlichwww.forrester.com © 2009 Forrester Research, Inc. Reproduction Prohibited
  • 50. Q&A› Join Nimsoft at the following events: » Tier 1 - Hosting & Cloud Transformation - September 25 - 27, 2011, Las Vegas, NV » Fusion 11 - September 25 - 28, 2011, Washington, DC » User Experience Monitoring Webcast - September 28th 11:00-12:00 Eastern (4:00 UK) - Register at: www.nimsoft.com/company/news-events/events » VMWorld 2011 Europe - October 16 - 18, 2011, Copenhagen Page 50 © nimsoft, all rights reserved