Your SlideShare is downloading. ×
Modelo de maturidade para processos itil
Modelo de maturidade para processos itil
Modelo de maturidade para processos itil
Modelo de maturidade para processos itil
Modelo de maturidade para processos itil
Modelo de maturidade para processos itil
Modelo de maturidade para processos itil
Modelo de maturidade para processos itil
Modelo de maturidade para processos itil
Modelo de maturidade para processos itil
Modelo de maturidade para processos itil
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Modelo de maturidade para processos itil

4,574

Published on

Modelo para avaliação do nível de maturidade de processos ITIL

Modelo para avaliação do nível de maturidade de processos ITIL

Published in: Business, Technology
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
4,574
On Slideshare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
297
Comments
0
Likes
1
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. ITSM Maturity Model 1- Ad Hoc 2 - Repeatable 3 - Defined 4 - Managed 5 - Optimizing Incident • No standardized incident • Policies governing incident • Incident management process • Policies, procedures and • Incident management processmanagement management process exists management are published is aligned to ITIL framework process formally reviewed for continuously reviewed for • Incident management and enforced • Interrelationships between and continued applicability (on a improvement opportunities procedures are ad hoc • Incident management process among other ITIL processes set schedule; i.e., every six • Regression analysis applied to • No formal, written standard is established and followed and functions are clearly months) KPIs; gap analysis and root procedures, or procedures are • Formal written procedures that defined and understood by all • Process monitored for gaps cause investigated when actual out of date or not followed are up-to-date and followed incident management roles and inefficiencies values are not equal to • Lack of, or unenforced • Roles and responsibilities • Clear interface between • Costs per incident – by service forecasts policies governing incident have been clearly defined and incident management and – known and continuously management assigned problem management tracked • Incident urgency, impact and • Incident urgency, impact and (problem/known error • Reconciliation of conflicting priority arbitrarily assigned priority classes are clearly database information available goals between incident and • No single owner of the defined and used in a to incident management) problem management process consistent manner • OLAs between and among • Complete alignment between • Existing tools are either • Incident lifecycle established other process areas and incident and service level inadequate or not used to full • Incident sources are captured functions established management capabilities and documented • Incident lifecycle KPIs • User satisfaction measured • Incident sources are not • Key performance indicators measured: and tracked captured for resolving incidents are ü total number of incidents • Trend analysis of all KPIs and • Cannot determine whether all employed and tracked ü average resolution time process parameters incidents are either reported or (response and resolution ü average resolution time, by • Known costs of each incident captured targets based on urgency, priority by service broken out by CI impact and priority; first call ü averages resolved within and urgency resolution rates tracked) SLAs • Single point of process ü percentage of incidents ownership resolved by first-line support • Hierarchical and functional (without routing) escalation paths established ü number of incidents (or • Incident resolution progress is percentage) with initial monitored incorrect classification • Knowledgebase established ü number of incidents (or and employed percentage) routed incorrectly • Incidents with an unknown • Procedures in place to manage root cause are passed to incident backlogs problem management • Incidents are correlated to • Automated tool in place to changes support incident management • Clear interface between and capabilities and functions incident management and are being properly used service level management • Integration of incident management tools and automated monitoring tools
  • 2. 1- Ad Hoc 2 - Repeatable 3 - Defined 4 - Managed 5 - Optimizing Problem • No standardized problem • Clear differentiation between • Problem management process • Policies, procedures and • Problem management processmanagement management process exists incidents and problems – all is aligned to ITIL framework process formally reviewed for continuously reviewed for • Problem management incidents that cannot be • Interrelationships between and continued applicability (on a improvement opportunities procedures are ad hoc resolved or have an unknown among other ITIL processes set schedule; i.e., every six • Regression analysis applied to • No formal, written standard root cause trigger the problem and functions are clearly months) KPIs; gap analysis and root procedures, or procedures are management process defined and understood by all • Process monitored for gaps cause investigated when actual out of date or not followed • Policies governing problem problem management roles and inefficiencies values are not equal to • Lack of, or unenforced management are published • Clear interface between • Trend analysis of problems forecasts policies governing problem and enforced problem management and fed to availability and capacity • Proactive posture – MTBF management • Problem management process incident management management data from availability • Root cause analysis is not is established and followed (problem/known error • Costs of problem management management used to predict performed on incidents that do • Formal written procedures that database information available activities are known and are problems and proactively not have a known root cause are up-to-date and followed to incident management) linked to CIs address them • Known errors and • Roles and responsibilities • Problem management • . • CIs with identified high workarounds are not published have been clearly defined and database is integrated with incident or problem rates are • Organization does not assigned CMDB flagged and analyzed to distinguish between incidents • Problem classification criteria • Known error elimination is support financial, service and problems is established and employed tracked and weekly status continuity and availability • No single owner of the (i.e., category, impact, reports of outstanding KEs, management process goals process urgency, priority & status) action taken to date and ETCs • Existing tools are either • Single owner of process for each. inadequate or not used to full • Problems are investigated to • Formal and structured analysis capabilities determine root cause techniques are made a part of • Known errors and SOP and employed workarounds are documented • Recurring problems are and added to the tracked and analyzed for root knowledgebase causes • Clear path of advancing problems to known errors • RFCs are raised when applicable to resolve known errors • Problem database is maintained and up to date • Automated tools in place to support the problem management process with linkage between incident records and problem tickets. Change • No standardized change • Policies governing change • Change management process • Policies, procedures and • Change management process management process exists management are published is aligned to ITIL framework process formally reviewed for continuously reviewed formanagement • Change management and enforced • Interrelationships between and continued applicability (on a improvement opportunities procedures are ad hoc • Change management process among other ITIL processes set schedule; i.e., every six • Regression analysis applied to • No formal, written standard is established and followed and functions are clearly months) KPIs; gap analysis and root
  • 3. 1- Ad Hoc 2 - Repeatable 3 - Defined 4 - Managed 5 - Optimizing procedures, or procedures are • Formal written procedures that defined and understood by all • Process monitored for gaps cause investigated when actual out of date or not followed are up-to-date and followed change management roles and inefficiencies values are not equal to• Lack of, or unenforced • Roles and responsibilities • Clear interface among change, • Costs of changes known for forecasts policies governing change have been clearly defined and release, configuration, incident each CI • Analysis of problems and management assigned and problem management • Integration of change incidents triggering changes to• Changes are made without • A change manager has been • All process circumventions management tool and CMDB determine opportunities for impact analysis and/or assigned and is the process are visible • Time values established for infrastructure improvement. approval owner • Additional KPIs are tracked, change implementations by CI • Proactively finding cost• No clear definition of what • A CAB is chartered and including: to more accurately forecast savings/avoidance constitutes a change members identified ü rate at which changes are implementation costs and opportunities in• Changes often require • Changes are classified by implemented (aggregate and schedules. implementations by CI backouts or trigger incidents type, priority and severity by CI) • Incorporation of known CI• No single owner of the • Changes are assessed before ü number of rejected changes MTBF into predict problems process (change manager) submission to the CAB • Graphing and trending of KPIs and associated changes• Lack of a CAB • CIs associated with RFCs are established • Incorporation of capacity• Existing tools are either clearly identified • PIR lessons learned are trending to predict changes inadequate or not used to full • Changes are linked to published to promote process capabilities incidents and problems improvement • RFCs have clearly defined implementation, communication and backout plans • PIRs are performed when changes are made to resolve an incident, problem or known error, and when the change is backed out or deviates from the implementation plan • The CMBD is updated before the change is closed out • A centralized, automated change management tool is in use • KPIs are established and tracked. Example KPIs include: ü number of changes implemented in a period (overall and per CI-category) ü list of the causes of changes and RFCs ü number of successfully implemented changes ü number of back-outs and their reasons ü number of incidents related to
  • 4. 1- Ad Hoc 2 - Repeatable 3 - Defined 4 - Managed 5 - Optimizing implemented changesConfiguration • No standardized configuration • Policies governing • Configuration management • Auto-discovery and • Configuration managementmanagement management process exists configuration management are process is aligned to ITIL monitoring tools integrated process continuously reviewed • Configuration management published and enforced framework into CMDB for improvement opportunities procedures are ad hoc • Configuration management • Interrelationships between and • CI and asset lifecycle costs are • Regression analysis applied to • No formal, written standard process is established and among other ITIL processes tracked KPIs; gap analysis and root procedures, or procedures are followed and functions are clearly • Configuration management cause investigated when actual out of date or not followed • Formal written procedures that defined and understood by all tightly integrated with IT values are not equal to • Lack of, or unenforced are up-to-date and followed configuration management service continuity forecasts policies governing • Roles and responsibilities roles management and financial • MTBF established for each CI configuration management have been clearly defined and • Clear interface among IT management to support availability and • No CMDB, or CMDB is assigned service continuity, change, financial management inadequate • A configuration manager has configuration, incident and processes • Asset focus vs. CI focus been assigned and is the problem management • Incidents and problems • No relationships between and process owner • Status monitoring and associated with CIs analyzed among CIs defined or • CMDB has been established, verification audits are to support reliability analysis relationships are inaccurate or populated and has proper performed by availability management, out of date relationships between and • There is a reconciliation and TCO and vendor • Changes are made without among CIs procedure to managed rectify performance by financial updating CIs • Clear distinction between discrepancies among the management • No Configuration Manager assets and CIs. CMDB, asset repository, DHS assigned • An asset repository, definitive and DSL, and physical CIs • CMDB, if it exists, is not hardware store (DHS) and • The following KPIs, at a useful to IT Service definitive software library minimum, are tracked: Continuity Management (DSL) have been established ü delta report - number of process and process owner • Control by the configuration observed differences between manager is established by the CMDB and the actual ensuring that the CMDB is infrastructure systems that always up-to-date, and that no were found during an audit. CI is added, changed, replaced ü number unauthorized changes or removed without to CIs found during an audit. appropriate documentation ü number of assets that could (completed change request, not be located during audits. invoices for new CIs, ü number of CIs that could not notification of retiring assets, be located during verification etc.) audits. • CMDB is available to change ü Number of CIs that were management roles to assist in discovered during an audit that assessing changes did not match attributes • CMDB is updated after every recorded in the CMDB (i.e., change wrong software license, • CMDB has sufficient level of different physical or logical detail to support IT service location, different capacity, continuity management etc.)
  • 5. 1- Ad Hoc 2 - Repeatable 3 - Defined 4 - Managed 5 - Optimizing Release • No standardized release • Policies governing release • Release management process • Tracking the following KPIs • Release management processmanagement management process exists management are published is aligned to ITIL framework and quality metrics: continuously reviewed for • Release management and enforced • Interrelationships between and ü number of discrepancies improvement opportunities procedures are ad hoc • Release management process among other ITIL processes discovered in release notes, • Regression analysis applied to • No formal, written standard is established and followed and functions are clearly build analysis, installation KPIs; gap analysis and root procedures, or procedures are • Formal written procedures that defined and understood by all manual(s) and/or defects in cause investigated when actual out of date or not followed are up-to-date and followed release management roles media or equipment during values are not equal to • Lack of, or unenforced • Roles and responsibilities • Clear interface between release process forecasts policies governing release have been clearly defined and release and change ü time in minutes that • Continuously evaluating new management assigned management maintenance window is tools and techniques for • No Release Manager assigned • A release manager has been • All process circumventions exceeded during the release quality, build and release • No automated release tools to assigned and is the process are visible process activities promote and release owner • Releases are packaged ü number of post release • Forecasting the impact of new • The release manager is a whenever possible incidents reported within 48 releases to availability and permanent member of the hours of release capacity management (i.e., CAB ü number release back-outs network bandwidth, memory, • Close integration with the required CPU cycles, etc.). configuration management • Release management KPIs • Analysis and trending of post process to assure that the DSL and metrics are used to release incidents, problems and DHS are up-to-date and improve CI sources (i.e., and changes to predict support accurate development, technical teams and financial ramifications • Established build and testing and architects, vendor environments, and where management) applicable automated release • Release management KPIs are tools are employed (i.e., aligned to service level Serena Mover, Microsoft management SMS, etc.), and testing tools • All releases are performed within the change management process • All releases are tested • Rollouts are planned and managed • Post implementation validation is performed on all releases Capacity • No standardized capacity • Policies governing capacity • Capacity management process • Modeling and advanced • Capacity management processmanagement management process exists management are published is aligned to ITIL framework analytical techniques continuously reviewed for • Capacity management and enforced • Interrelationships between and employed to predict capacity improvement opportunities procedures are ad hoc • Capacity management process among other ITIL processes impacts caused by new • Regression analysis applied to • No formal, written standard is established and followed and functions are clearly systems and releases KPIs; gap analysis and root procedures, or procedures are • Formal written procedures that defined and understood by all • Discovery and monitoring cause investigated when actual
  • 6. 1- Ad Hoc 2 - Repeatable 3 - Defined 4 - Managed 5 - Optimizing out of date or not followed are up-to-date and followed capacity management roles tools are integrated values are not equal to • Lack of, or unenforced • Roles and responsibilities • Clear interface among • Capacity costs are proactively forecasts policies governing capacity have been clearly defined and capacity, availability, financial managed through modeling • Internal technology and management assigned and service level management and prediction business trends are monitored • No Capacity Manager • A capacity manager has been • Capacity is differentiated • Continuously keeps abreast of to forecast capacity based on assigned or capacity assigned and is the process among business, service and emergent technologies that predicted customer demand management is decentralized owner resource and each managed improve capacity at a lower • Demand is accurately • Capacity is not aligned to cost • Capacity requirements are tied • Clear understanding of cost forecasted and met justification to financial management (cost business, technical and • Continuous service • Addressing capacity is justification) and are based on operational drivers that affect improvement plan in effect reactive availability and service level capacity • No automated capacity management • CMDB is integrated with (or management tools • Performance management and interfaced to) capacity application sizing are database integrated into capacity • Capacity management tools planning and management can send automatic alerts to • There are established methods the incident management tool for determining capacity to automatically open tickets requirements (i.e., vendor • Close coordination between release notes, applications and capacity manager and process systems technical manuals that and availability manager and give sizing requirements, and process internally-developed or • KPIs employed: commercial tools) ü discrepancies between the • Automated tools are used to actual and planned capacity monitor capacity metrics utilization • A capacity database is ü trends in the discrepancies established ü impact on service levels • Capacity plan is maintained • KPIs employed: ü expected increase/decrease of the capacity utilization in the short term and long term ü thresholds that, when reached, will require the acquisition of additional capacity. Availability • No standardized availability • Policies governing availability • Availability management • MTBF, MTTR and MTBSI • Availability management management process exists management are published process is aligned to ITIL are known for every CI process continuously reviewedmanagement • Availability management and enforced framework • Understanding and for improvement opportunities procedures are ad hoc • Availability management • Interrelationships between and quantification of the costs of • Regression analysis applied to • No formal, written standard process is established and among other ITIL processes unavailability KPIs; gap analysis and root procedures, or procedures are followed and functions are clearly • Analysis of incident and cause investigated when actual out of date or not followed • Formal written procedures that defined and understood by all problem records to determine values are not equal to • Lack of, or unenforced are up-to-date and followed availability management roles threats to availability forecasts
  • 7. 1- Ad Hoc 2 - Repeatable 3 - Defined 4 - Managed 5 - Optimizing policies governing availability • Roles and responsibilities • Clear interface among • Closely monitors business • Proactive preparations for management have been clearly defined and capacity, IT service requirements and SLAs to faults based on MTBF and • No Availability Manager assigned continuity, financial and ensure that availability MTBSI statistics (ability to assigned or availability • An availability manager has service level management management anticipates accurately forecast faults and management is decentralized been assigned and is the • Vital business functions requirements minimize the MTTR) • Availability is not aligned to process owner clearly defined and methods to • Modeling availability using • Actively engaged in reducing service level management • Reliability, serviceability and assure their availability tools and advanced techniques MTTR for CIs that support • Disconnect between IT service maintainability are addressed implemented • Cost-effectively managing vital business functions continuity and availability • Service level management • Provides recovery criteria to maintenance management governs the process IT service continuity • Employment of technical • Addressing availability • Automated tools are in place management observation posts for all vital incidents is reactive to monitor availability and • Serves on CAB to ensure that business functions that cannot • No automated availability send alerts to incident RFCs will not adversely affect be otherwise monitored management tools management and open tickets availability through automation or because • System outage analysis is • Establishes availability of unresolved problems that performed for every instance patterns for IT architecture to affect availability of an outage ensure that the correct • KPIs: infrastructure availability ü detection times posture is maintained ü response times (resilience, fault-tolerance, ü repair times continuous operations, etc.) ü recovery times • Proactively identifying and ü aggregate availability statistics managing single points of ü percentage availability failures (uptime) per service or group • Clearly defined availability of users plan is in place • Uses advanced techniques, such as Component Failure Impact Analysis, Fault Tree Analysis, and CCTA Risk Analysis and Management Method to discover availability vulnerabilities and to model reliability. Service • No standardized service • Policies governing service • Service continuity • Understanding and • Service continuity continuity continuity management continuity management are management process is quantification of the costs of management process process exists published and enforced aligned to ITIL framework outages to each service continuously reviewed formanagement • service continuity • Service continuity • Interrelationships between and supporting a vital business improvement opportunities management procedures are management process is among other ITIL processes function • Regression analysis applied to ad hoc established and followed and functions are clearly • Understanding and KPIs; gap analysis and root • No formal, written standard • Formal written procedures that defined and understood by all quantification of costs cause investigated when actual procedures, or procedures are are up-to-date and followed service continuity associated with outages from values are not equal to out of date or not followed • Roles and responsibilities management roles the perspectives of: forecasts • Lack of, or unenforced have been clearly defined and • Clear interface among ü regulatory compliance • Continuous service
  • 8. 1- Ad Hoc 2 - Repeatable 3 - Defined 4 - Managed 5 - Optimizing policies governing service assigned availability, capacity, financial ü loss of customers or customer improvement initiative in continuity • A service continuity manager and service level management goodwill place • No service continuity manager has been assigned and is the • Changes to availability and ü loss of market share • Uses analytical modeling tools assigned or service continuity process owner capacity plans, or SLAs ü loss of revenue to develop and model recovery management is assumed to be • All stakeholders have trigger updates to recovery • Closely monitors business scenarios under the purview of BCP/DR visibility into the service plans requirements and SLAs to • Recovery scenarios live tested • No cross-functional awareness continuity process • CMDB continuously ensure that service continuity of service continuity • Vital business functions have monitored for changes to CIs management anticipates initiatives been identified and used as a that are associated with requirements • No prioritization of services to basis for service recovery services supporting vital • Recovery plans and be recovered • Service level requirements business functions procedures are live tested on a • Service continuity is not from SLAs, and [any] • Serves on CAB to ensure that scheduled basis aligned to service level regulatory requirements are RFCs will not adversely affect • KPIs refined and tracked management used as a basis for business service continuity or • Disconnect between IT service impact analyses recoverability continuity and availability • Risk assessments and business • Recovery plans and management continuity strategies are in procedures are reviewed and • No version control tool to place for all services audited on a scheduled basis manage service continuity supporting vital business • Manages ongoing training and plans and documents functions awareness • Detailed recovery plans are in • KPIs established and tracked place for services that support • vital business functions • Version control tool exists to manage all plans and related documents Financial • No standardized financial • Policies governing financial • Financial management process • Established time values in • Financial management processmanagement management process exists management are published is aligned to ITIL framework place for frequently performed continuously reviewed for • financial management and enforced • Interrelationships between and activities improvement opportunities procedures are ad hoc • Financial management process among other ITIL processes • Activity based cost • Regression analysis applied to • No formal, written standard is established and followed and functions are clearly management employed KPIs; gap analysis and root procedures, or procedures are • Formal written procedures that defined and understood by all • Cost benefit analysis uses cause investigated when actual out of date or not followed are up-to-date and followed financial management roles NPV as a key factor values are not equal to • Lack of, or unenforced • Roles and responsibilities • Total costs of ownership are • SLAs incorporate value-based forecasts policies governing financial have been clearly defined and known for each service charges (if charge back is • Continuous analysis of cost management assigned • Underpinning contracts and used) drivers to find cost elimination • No financial manager assigned • A financial manager has been associated payments are • Business has visibility into or avoidance opportunities or financial management assigned and is the process routinely audited financial management process, • Modeling and forecasting of activities are focused on owner • Costs of compliance known including all cost drivers key cost drivers budget management • Budgeting and accounting and factored into total costs of associated with delivery or • Accounting, other than budget techniques, and changing ownership support of a service management, and charging strategies are employed • If charge backs are used a • Uses budget forecast accuracy strategies are not used • Total costs to support or P&L is established KPI that is within statistical • No knowledge of the total cost deliver a service are known • Costs for each service unit are control and monitored using
  • 9. 1- Ad Hoc 2 - Repeatable 3 - Defined 4 - Managed 5 - Optimizing to support or deliver a service • Cost benefit analysis provided in the service catalog X-Bar/R chart • Makes acquisitions or performed for each acquisition • Additional KPIs established • Input into renewal or exercise expenditures without a or expenditure over a defined (examples: earned value for of additional option years of quantifiable cost benefit threshold project-based activities, underpinning contracts to • Acquisitions or expenditures • Acquisitions and expenditures validating cost/benefit eliminate or avoid cost not traceable to business are made to support identified assumptions after an overruns and scope creep requirements business requirements acquisition or expenditure has • Completely aligned to all • Tools are non-existent or • Charge backs, if used, are been made and is incorporated regulatory requirements based on individually or group regularly audited into the service suite) • Formal governance of all developed spreadsheets and • Basic KPIs established (i.e., acquisitions and expenditures ledgers allocated vs. actual, over- and over a defined threshold under-runs, number of times supplemental funding needed) • Standardized tools are employedService level • No standardized service level • Policies governing service • Service level management • Service improvement program • Service level management management process exists level management are process is aligned to ITIL established process continuously reviewedmanagement • Service level management published and enforced framework • Customer satisfaction for improvement opportunities procedures are ad hoc • Service level management • Interrelationships between and measured • Regression analysis applied to • No formal, written standard process is established and among other ITIL processes • Vendor scorecards employed KPIs; gap analysis and root procedures, or procedures are followed and functions are clearly • Cost for each service catalog cause investigated when actual out of date or not followed • Formal written procedures that defined and understood by all unit is known values are not equal to • Lack of, or unenforced are up-to-date and followed service level management • Reporting to customer forecasts policies governing service • Roles and responsibilities roles contains line item showing • Service quality board level management have been clearly defined and • Ongoing review of operational value of service level established with partnership • Business unhappy with, or assigned level agreements, delivered between service level manager neutral about, level of service • A service level manager has underpinning contracts and • Active involvement in and customer provided been assigned and is the service level agreements to RFI/RFP process, and contract • SIP in continuous • Lack of SLAs or SLAs not process owner ensure that all terms, negotiations when improvement mode based on based on service specifications • SLAs are negotiated with each conditions, requirements and underpinning contracts affect 6-Sigma and service level requirements customer based on: specifications continue to service level management jointly developed with ü service level requirements reflect valid business needs • Underpinning contracts are customer ü service level specifications • Customers have visibility into results based with penalty • SLAs from each process area ü service quality plan the service level management clauses presented to customers • A service catalog is process • Anticipates new business • No operational level established and kept up to date • Performance scorecard for requirements agreements between and • OLAs are established between each process area or function • TQM techniques employed among process areas and and among each process area covered by an OLA developed functions and function associated with and employed • Lack of, or wrong, KPIs an SLA to assure service • Vital business functions levels are delivered per unknown or not adequately agreement addressed • When a service is provided • Management by personality that is based wholly on an
  • 10. 1- Ad Hoc 2 - Repeatable 3 - Defined 4 - Managed 5 - Optimizing instead of process underpinning contract the service level manager uses service level requirements and specifications as the basis for contract negotiation and contract management • SLAs governing vital business functions are identified and managed at a high prioriity • All KPIs associated with an SLA are monitored and reported as agreed to in the SLA and service quality plan • SLA governs the IT/customer relationshipService Desk • No governing service desk • Policies governing service • Interrelationships between and • Service improvement program • Regression analysis applied to process exists (i.e., incident desk are published and among ITIL processes and the implemented KPIs; gap analysis and root (Function) management) enforced service desk function are • Incidents are correlated with cause investigated when actual • No formal, written standard • Service desk is governed by a clearly defined and understood changes values are not equal to procedures, or procedures are process or processes (at a • Service desk performance is • Incidents are not closed forecasts out of date or not followed minimum by the incident included in SLAs without customer concurrence • SIP in continuous • Lack of, or unenforced management process) • Customer satisfaction surveys (although they may be marked improvement mode based on policies governing service • Formal written procedures that are conducted, compiled and as completed) 6-Sigma desk are up-to-date and followed reported • If the service desk is also • Service desk is not always the • Roles and responsibilities • Customer self-service is governed by the change initial point of contact within have been clearly defined and implemented (i.e., service management process changes the organization for service assigned requests can be directly are not closed until PIRs have requests or error reports – • A service desk manager has opened by customers using been completed customers often go around the been assigned and is the email integration, web based service desk to ‘get things function owner forms or other methods) done’ • Provides monitoring and • Tools are not aligned to ITIL reporting of the attainment of Service desk function or key all service level requirements processes such as incident associated with governing management processes are met (i.e., if an • Service desk assumes default SLA contains a requirement ownership of incident that an outage to a service management (problematic supporting a vital business when the service desk model function is resolved in 4 hours is a distributed service desk) or less then the service desk would report the unfulfilled requirement) • Establishes basic KPIs (i.e., time to answer, number of
  • 11. 1- Ad Hoc 2 - Repeatable 3 - Defined 4 - Managed 5 - Optimizing incidents incorrectly assigned, number of first call resolutions) • Tools used by the service desk support the processes that govern the service desk

×