Itil service desk business case


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This is a more generic version of a presentation I gave to IT Leaders in Orange County a few years ago.

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Itil service desk business case

  1. 1. Business Case ForITIL Service Desk Tool Presented by David Lutes
  2. 2.  ITIL Foundations Certified History  15 years US Navy – Information/Data Analyst, UNIX Systems Engineer  15 Years IT Leadership – Intuit, Neopost, Esurance, Triad Financial (and a few “DOT COMs”) Technical background rooted in hardware technologies and network architecture IT Director @ Triad Financial  Desktop & Help Desk Support for 1200 end users  IT Operational support for ~50 business applications  Change Management Process  Hardware & Network Engineering Support  Data Center Operations
  3. 3.  Company size (# employees) Revenue metrics Business focus – (Products, services, etc…) Company history/background Level of management support/appetite for change All about people, process and technology Products you reviewed and ultimately selected
  4. 4. Project Objectives A fully integrated IT Service Management Solution  Alignment with people, processes and technology to improve operational efficiency  Create a Single Point of contact for all service requests across the company (IT, HR, Facilities, Contact Center Operations, etc…) – electronic approval capabilities  Optimize IT Service Delivery through managed workflow  Improve accountability and visibility of IT service and support ◦ Modules (2 phases):  Incident/Service Request Management w/ user Self- Service (Ticket/workflow management)  Problem Management  Knowledge Management (Reduce impact of employee turnover & Tribal knowledge)  Change Management  Asset & Configuration Management  Service Level Management (SLAs)
  5. 5. Today’s Objectives Show how IT can Add Value: ◦ In order to deliver business value IT must:  Continually improve the quality of service delivery  Enhance productivity of the business overall  Contribute to the bottom line Share experiences in improving IT maturity Provide a different perspective to IT management systems Display how to maximize your investment in any technology
  6. 6. Framework for Success… Goal Operational Efficiency High Performance - Scalable Organization Increased Availability Extreme Infrastructure Expectations Service Core ------------------- Request Processes Technology Better ------------------- Review Cross-team Change Mgmt Communication Technology People Process Service Delivery Mindset – EXPECT QUALITYCore (Cultural Change)Enablers IT Standards (Technology & Processes)
  7. 7. Framework for Success… paradigm shift Goal Operational Efficiency High Performance - Scalable Organization Increased Availability Align Business & IT priorities Extreme Core •Cultural Infrastructure Technology Invest inExpectationstechnology “business” ------------------- No “geek speak” Better Service Request Processes ------------------- •Adjustment Review No “sacred cows” Cross-team Communication No “turf” Change Mgmt Technology People Process Service Delivery Mindset – EXPECT QUALITYCore (Cultural Change)Enablers IT Standards (Technology & Processes)
  8. 8. Centralized Service Core Processes Understand 1 Service Each Offering GreatSupport Build End-To-End 2 Customer Group Relationships Customer Deliver Experience 3 Quality Service
  9. 9. Examples of IT Business Problems We Solved ( your results may vary) Integrated, centralized issue tracking Accountability & efficiency in Service Delivery New hire/termination processing Centralized IT documentation repository Technology/application escalation handling Work order process management IT services catalog – What does IT do?  In business terms  Can be “ordered”  Understanding real costs
  10. 10. Key Deliverables Define mission for each IT group ◦ Map workflow process ◦ Review escalation process  Identify business impact of service outage  Identify business owners ◦ Inventory & understand systems and applications Make Metrics a priority (reuse cliché acronyms) ◦ Key Performance Indicators (KPI) ◦ Key Success Factors (KSF) ◦ Better defined Service Level expectations (SLAs) Focus on business relevant communications ◦ Quality reporting  Consistency  Credibility  Usability/Relevance to the audience
  11. 11. Why is this working? ITIL Implementation without evangelizing ITIL  ITIL focus and nomenclature put our team on the same playing field - allowed us to implement in sections with a common protocol for discussions/issue resolution Flexible interface that you can customize and add onto (new modules, tabs, screens) Back end design interface allows form, action and data handling customization Business rules/BPML workflow engines – the sky is the limit on automation Common backend DB (we chose Microsoft SQL) allows plugging in other applications/systems easily  Will tie this into our Enterprise Data Warehouse service offerings
  12. 12. …What We Didn’t Expect Frontrange ITSM proved to be a *very* flexible framework we could expand upon to solve complex IT business alignment issues End result was not 100% intentional…we learned as we went  Implementation workshops  Training Discovered there was a lot we could do and the more time we pour into it, the more return on our investment we get
  13. 13. Lessons Learned Executive Sponsorship is key Take the utilitarian approach - understand what you are solving Development of an appropriate communication plan for the Stakeholders In person review meetings during implementation with Project Manager, Stakeholders and implementation team Encourage team participation in ideas on improvement Organizationally structured implementation team with specific defined roles and responsibilities and proper escalation procedures Project Management Office – Implementation Management tracking and ensuring accountability Don’t skimp on professional assistance & training
  14. 14. Questions?