#TFT12: Barclay Rae


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Presentation for #TFT12: ITSM Goodness: Never mind all the theory and industry debate about ITIL and Cloud and Mobile and BYOD and all that.
This session from Barclay Rae (ITSMTV's pundit, the Service Desk Inspector and ITSM consultant) is packed with lots of simple tips, ideas and reflections on how to be practically successful with ITSM. Pies might also be mentioned.

See Barclay's TFT speaker Pinterest board: http://pinterest.com/servicedesk/barclay-rae/

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#TFT12: Barclay Rae

  1. 1. TFT December 2012 ITSMGoodness
  2. 2. Service Desk, SLM and ITSMGoodness 3
  3. 3. AgendaLife, ITSM and everything…Building a Brilliant ServiceService Desk GoodnessSLM GoodnessITSM GoodnessQuestions
  4. 4. Life, ITSMand everything
  5. 5. What are practitioners saying?• We need practical help• We need to be doing stuff thats relevant for the business• Where do we start?• How do we react to the new challenges and messages from the industry?
  6. 6. Current dilemmas in ITSM• Are we/will we be relevant? (ref cloud, BYOD, mobile, social, gamification) Is ITIL relavant?• What is the future for Service desk? Is it broken and does it need re-defining?• Should SLAs be banned? Whats the point of a service catalogue? What is a service catalogue?
  7. 7. We don’t need…ITIL
  8. 8. We don’t need… ITIL, but we need to be:  Consistent  Reliable  Efficient  Profitable / Productive  Delivering in line with expectations
  9. 9. We don’t need a Service Catalog
  10. 10. We don’t need…A service catalog, but we need to Be able to articulate and present our services. Be accessible and easy to do business with Have relevant information to hand to deliver efficient support Have a basis to identify if we are meeting business expectations
  11. 11. We don’t Need…SLAs
  12. 12. We don’t need… SLAs, but  We need to have a way of measuring whether we are delivering the right levels of service  Customers and users want to be given some expectations around support and service delivery
  13. 13. We do need…a Service Desk
  14. 14. We do need…A service desk, unless of course: We can eradicate all issues and problems associated with IT We are happy that customer communication is handled in an ad hoc manner
  15. 15. Moving on…?
  16. 16. Moving on…?Listen and talk to our customers and businesses…Use the information to build a service model that:• Focusses IT on meeting organisational / business goals• Gives clear targets to work towards• Provides a basis to present our services• Provides a basis for reporting and value demonstrationAsk ourselvesWhat business are we in?Who are our customers?What do they need from us?
  17. 17. Building aBrilliant Service
  18. 18. A brilliant service organisation: Has a great reputation with its peers and customers Is respected and appreciated for the value it delivers Has tangibly motivated and positive people working in it Has a strong identity - a clear and well communicated definition of its roles, services and ways of working Has an open and positive culture of self awareness, development and improvement Is well marketed and publicised to its customers
  19. 19. How is this achieved? By hiring for personality not cv or tech skills first - and by being choosy (those people represent the organisation) As a result of Teamwork across the it organisation, as the e.g. service desk cant do it all on its own By technical staff showing respect and appreciation for the Service ‘Supply Chain’ and the work done by the service desk By establishing a clear set of supporting processes, with owners and governance
  20. 20. How is this achieved? By establishing clear operational practises and expected levels of quality and performance, which are constantly measured and reviewed By trusting staff to get on with delivering service, with empowerment and appropriate autonomy By implementing incident tracking, being strict but fair to police progress and quality of updates across teams By building and developing skills profiles that include communications and business skills as well as technical ones
  21. 21. ‘Service Desk Goodness’
  22. 22. A brilliant service desk: Is the focal point for the delivery of IT services - and is supported by other back office and support groups Is regarded and actively supported by management as a valuable asset, not just a cost centre Has high levels of first line and first contact resolution (70%+), low levels of attrition (>5%) and minimal telephony abandon rate (>5%) Has very high levels of customer advocacy and satisfaction ratings Is seen as an aspirational place to work
  23. 23. Building a brilliant Service Desk Hire brilliant (people)-people Set the tone Clearly define the 1st/2nd/3rd level model If the Service Desk is important, invest in it Make it an aspirational place to work Generally first time fix is faster cheaper and better for customers
  24. 24. Service Desk – World Class (sample)Customer Advocacy• Customers are happy to recommend the service received• They are enthusiastic about providing references or testimonialsEfficiency• Efficiency and performance are constantly reviewed with actions• Metrics are publicised and promoted across IT and customers alike• The organisation continually looks at optimising cost with BAUEmotional Intelligence• All are empowered to act beyond their normal remit• Proactive behaviour is encouraged and regularly demonstrated• Issues are seen as opportunities for improvement• Issues are tackled with teamwork, customer focus and professionalism
  25. 25. Using the right people
  26. 26. Using the right people Think about the real requirements and outcomes from a role – do they fit the jacket? Service needs people who show commitment, EiQ, empathy, maturity, professionalism, doggedness, openness, confidence, consistency If you hire based on people’s qualities then you don’t need so many rules and processes If someone doesn’t fit or deliver, customers and service will be affected
  27. 27. Producing appropriate documentation Since when did technical writers write by-lines for newspapers? No-one reads more than a page or a few lines Don’t write communiques like project documentation
  28. 28. ‘SLM Goodness’
  29. 29. Making SLAs work for you Start with Services…! Move from systems to service focus Simple language – not technical or legal jargon Realistic and sustainable Must be measurable ‘SLD’ ?
  30. 30. ‘SLM Goodness’ Dont write an SLA like you are a frustrated lawyer, a novelist, or a tech junkie... SLAs need to show up gaps in capability and performance. Otherwise how can you improve? Dont fudge SLA targets into % of % of %. Keep goals real, not just easy targets. SLAs should be about positive value delivered by IT services, not just how IT responds to failure.
  31. 31. Too much information
  32. 32. IT Services – VFM?
  33. 33. System, not service, reporting
  34. 34. ‘SLM Goodness’ Good news! Your service reporting is a bundle of stuff you already report on, like availability, customer satisfaction, and support performance IT SLM documentation should be written in human English, otherwise its self-serving, patronising tech BS... Dont be side-tracked from setting aspirational SLA targets because of 1 or 2 occasions where it will fail - thats the point!
  35. 35. ‘SLM Goodness’ SLM projects are not for the faint or tech-hearted... Dont expect too much if you ask a junior person to set up SLAs Turns out you cant actually set up SLAs without defining Services first. No really... "We tried doing SLAs before - no one was interested" (Surprised?)
  36. 36. ‘ITSM Goodness’
  37. 37. It’s not just the Service Desk Get other IT teams involved Teamwork across IT – avoid ‘Us and them’ Use business outcomes as the mandate Tools and processes can unite (and divide) Service development and transition Release and service readiness SLA and OLA – supply chain
  38. 38. Selling your project and getting budgetClear measureable goalsBusiness language - not IT/ITSMHow will success be achieved and accepted?Beware too much cost/financial ambitionYou can’t ‘do ITIL’ in 20 days
  39. 39. Building a realistic plan Short term wins What can we do in 30/60 days Phasing & focus - reality and outcomes Get project management - focus on logistics and people Training alone won’t deliver organisational change
  40. 40. Getting business people interested Dont just talk to them - listen to them Ask them in their own terms - make them feel they are being asked Beg, coerce, bribe, start with friendly customers Involve them - not a lot of their time needed What are the benefits for them and the business as a whole ‘We tried this before’
  41. 41. Making Problem Management work More about ownership + people than just a process Problem Management – part analyst, investigator, mostly project manager Spyglass and whip Visibility helps – teams/crowds solve more problems What are your top 5 problems? Not necessarily just the (successful) ex Service Desk Manager
  42. 42. Cutting through the culture Management reporting lines need to be ignored or subverted ITSM is not a traditional IT development project People need to feel they are in an environment where they can (and should) change ‘If you can’t change the people, change the people’ - true but you need to create a clear and positive culture
  43. 43. Governance Great processes and tools are useless without – ownership, controls and good management – good governance…
  44. 44. PracticalitiesWhat can we achieve in 10 – 20 – 30 days?• Get customer feedback and implement quick wins• Identify cost per service• Agree cost per service unit – e.g. incident• Build business metrics model• Reduce cost of service request handling• Reduce % incidents + problems• Increase first time fix by %• Reduce errors caused by failed changes• Define the service (process) supply chain• Clearly define service owners• Design key services• Build a service transition process• Enforce a single Change Process• Use simple Customer feedback and NPV
  45. 45. Thank you for listening…For more information:bjr@barclayrae.com@barclayrae#ITSMgoodnesswww.barclayrae.comwww.itsmtv.co.ukwww.itsmIndex.com 49
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