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Service Support Quick Reference
Service Support Quick Reference
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Service Support Quick Reference

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  • 1. Service Desk Incident Management Problem Management Configuration Management Change Management Release Management GOALS GOALS GOALS GOALS GOALS GOALS Providing a SPOC for customers To restore normal service operation as To minimize the adverse impact of incidents To account for all IT assets, configurations To ensure standard methods and procedures To plan and manage releases to the customer quickly as possible and minimize adverse and Problems on the business that are caused and services within organization are used for efficient and prompt handling of successfully Facilitating the restoration of normal impact on business operations by errors within the IT Infrastructure, and to all changes operational service with minimal business To provide accurate information and To consider all technical and non-technical prevent recurrence of incidents relating to impact on the customer within agreed SLA documentation on configurations and assets aspect of a release by taking a holistic view of To minimize the adverse impact of change those errors levels and business priorities to other SM processes upon service quality implementing changes to IT services In order to achieve this goal, Problem To provide a sound basis for incident, To assess the potential benefits of change to Management seeks to get to the root cause of problem, change and release management the organization against the risk and Incidents and then initiate actions to improve associated costs to the organisation To verify configuration record and correct or correct the situation exceptions OBJECTIVES OBJECTIVES OBJECTIVES OBJECTIVES OBJECTIVES OBJECTIVES To provide a single point of contact for Restore normal service as quickly as possible To provide accurate configuration To plan the successful roll-out of software Customers information and related hardware Minimize the adverse impact if incident to the business To facilitate the restoration of normal To define and document processes and To design and implement efficient procedures operational service with minimal business procedures for the distribution and installation of changes Proactively identify enhancements to services impact on the Customer within agreed service to IT systems To identify, label and record CI Check accuracy of configuration details levels and business priorities To communicate and manage the expectations To control and store authorized specifications Minimize the risk of lost incidents of the customer documentation and software Monitor for SLA compliance To ensure implementations are traceable, To report on status and history of CIs Collect management information secure and that only correct, authorized and To record changes to CI in a timely way tested version are installed To audit physical items and reconcile any To agree the exact content and roll-out plan differences between them and the CMDB for the release, trough liaison with change To educate and train in control processes mgt. To produce metrics on CI, changes and To ensure that master copies of all software releases are secure and that the CMDB is updated To audit and report and exceptions to To ensure that all hardware being rolled out standards and procedures or changed is secure and traceable, using the service of configuration management. PROCESS PROCESS PROCESS PROCESS PROCESS PROCESS This is a FUNCTION Problem control Detection and recording Planning Initiating and logging Release planning Problem identification and recording Classification and initial support Identification Initial filtering Release design build and configuration Problem Classification Investigation and diagnosis Control Allocating initial priority Release acceptance Problem investigation and diagnosis Resolution and recovery Status accounting Categorization Roll out planning RFC and Problem resolution and closure Closure Verification and auditing Assessing impact and resource Communication Preparation and training Error Control Ownership Monitoring tracking and Authorizing and approving Distribution and installation Error identification and recording communication Scheduling Release mgmt and CMDB Error assessment Building Record error resolution Testing Close any open incidents and then Problem Implementing Reviewing ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES Receiving calls, first-line customer liaison Incident detection and recording Problem control Planning Accept Changes Release Policy and planning Recording and tracking incidents and Classification and initial support Error control Identification Prioritize and classify changes Release design, build and configuration complaints Proactive problem management Investigation and diagnosis Control Coordinate change impact assessment Release acceptance, sign-off for implementation Keeping customers informed on request status Identifying trends Resolution and recovery Status accounting Coordinate approval of changes and progress Targeting Support Action Rollout Planning Incident closure Verification and auditing Coordinate scheduling of changes Making an initial assessment of requests, Prevention of Inc&Problems Extensive Testing Incident ownership, monitoring, tracking and Coordinate implementation of changes attempting to resolve them or refer them to communication Obtaining management information Communication, preparation and training Conduct post implementation reviews Monitoring and escalation procedures relative Major problems reviews HW and SW audit prior to Implementation of Provide management information about to the appropriate SLA Identifying problems Change Change Management quality and operations Closing incidents and confirmation with the Installation of new or upgraded SW customers Storage of Controlled SW Coordinating second and third line support Release, Distribution and the Installation of Highlighting Customer Education & Training SW Needs INPUTS INPUTS INPUTS INPUTS INPUTS INPUTS Incident details sourced from Service Desk, Incident details RFCs Release definition networks or computer operations CMDB details CMDB Release Plans, Test plans & Acceptance FSC – Forward Schedule of Changes Criteria Configuration details from CMDB Incident Management workarounds Response from Incident matching against Copies of Installation media and instructions Problems and Known Errors Resolution details OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS CSF: RFC for Incident resolution Known errors FSC Detailed Release & Build instructions Customer requirements and Business Needs Updated Incident record (incl. resolution RFCs RFCs Purchase orders, licences & warranties for 3rd have to be understood well and/or Work-arounds) party HW and SW Updated and Closed problems CAB minutes and actions Training of Customers and SD Staff Resolved and closed Incidents Automated installation scripts and test plans Updates to Incidents Change Management Reports Objectives, Goals and Deliverables defined Communication to Customers Management Master copies of install. Media and install. Management Information Service Levels - defined, agreed upon and information (reports) Instructions (stored in DSL) regularly reviewed Back-out procedures Benefits accepted by the business Tested Install procedures, Release Components, backout procedures Known errors tobe carried into live env.
  • 2. Service Desk Incident Management Problem Management Configuration Management Change Management Release Management BENEFITS BENEFITS BENEFITS BENEFITS BENEFITS BENEFITS A prime deliverer of customer satisfaction Reduced advise business impact, increasing A cycle of increasing IT quality accurate information on CIs and their Less adverse impact of changes on the quality Ability to cope with higher frequency of with IT effectiveness documentation of IT services and SLA releases without sacrificing IT service quality Reduced number of avoidable incidents SPOC allowing improved accessibility Better staff utilization, greater efficiency Controlling valuable CIs A better assessment of the cost of proposed Greater success rate of releases Reduced impact on service availability changes, before it is incurred Request dealt with faster and better Systems enhancements and amendments may adherence to legal obligations Consistency of releases Quicker recovery be identified A reduction in the number of changes that Improved teamwork and communication financial and expenditure planning Minimal disruption to service Improved organizational learning System of escalation – minimizing have to be backed-out, but an ability to be Facilitation of proactive approach Making software Changes visible Known quality of hardware and software in Improved customer productivity able to do this more easily detrimental effect on service availability live use Reduced Business impact of failures Contributing to contingency planning Learn from past experiences An ability to absorb a higher level of change More accurate CMDB information Stability of test and live environment Improved control and management of Supporting and improving Release Good reputation for IT department without difficulty (verification of CIs by SD) infrastructure Management Ability to set expectation with publication of Greater control of IT services trough Increased visibility and communication of Coordinated and improved MI an advance release Schedule Better usage of IT staff Improving security by controlling the management information changes to both business and service support Improved monitoring, allowing performance versions of CIs in use Reduction in Incidents caused by poor release Increased Business productivity staff measurement against the SLA Enabling the organisation to reduce the use of Audit trail of changes to the live environment The provision of meaningful management Improved risk assessment Elimination of lost or incorrect Incidents and unauthorised software information Reduced risk of unauthorized, illegal or Improved Problem and Availability mgt. Service Requests Allowing the organisation to perform impact malicious software Improved customer perception and trough the use of valuable management Reference to known errors and solutions, analysis and schedule Changes safely, satisfaction Reduced time to release and fewer delays information relating to changes reducing reassessment of similar incidents efficiently and effectively Fewer Releases to be implemented Increased productivity of key staff as less Improved customer satisfaction Providing Problem Management with data on need for diversion from planned duties to trends implement urgent changes or back our erroneous changes PROBLEMS PROBLEMS PROBLEMS PROBLEMS PROBLEMS PROBLEMS No visible management and staff commitment Ineffective Incident Management Process Wrong CI detail level Implementing on over bureaucratic process Resistance from staff Lack of clarify about business needs No reliable historical data for trend analysis adequate initial analysis and design attempt to bypass the process Circumvention of procedures may be Limited integration – incidents, problems, Paper based system – bottleneck attempted Working practices not reviewed or changed Configuration Management implemented in Cultural difficulties – getting buy-in errors isolation Staff may keep using emergency fixes Poorly defined service objectives Limited integration with development Lack of commitment to maintaining accuracy Reluctance to carry out a controlled build No agreed customer service levels Contracts and third parties Insufficient time for proactive work New versions are not installed on time at Lack of knowledge for resolving Incidents Scope of change is too wide remote locations Bypassing the service desk Inadequate training staff Ownership of impact systems is unclear Unclear ownership and responsibilities Inability to build effective knowledge base Lack of integration with other processes Lack of configuration management Release management procedures seen as Inaccurate assessment of business impact Lack of automated tools Inaccurate configuration detailes leading to cumbersome and expensive poor impact assessment Lack of management and staff commitment Resistance to change Unavailable resources for adequate testing Cultural difficulties Lack of management commitment Unavailable machine and network resources Poor sinchronisation of upgrades between A lack of understanding of the release platforms and across locations Staff may be reluctant to back out from a Back-out procedures are missing or un-tested release Handling of urgent changes Poor testing environments and procedures Progressing RFC is too manually intensive may exist Complex distributed or mobile infrastructure Time-scales (too ambitious) Lack of resources (people, products) Skills RESPONSIBILITIES IM RESPONSIBILITIES PM RESPONSIBILITIES CONF MNGR RESPONSIBILITIES CHANGE MNGR ROLES AND RESPONSIBILITIES MIXED WITH CHANGE, RELEASE AND TEST Customer-focused Efficiency and effectiveness of IM process Developing and maintaining the process Works toward overall objectives agreed with Receive, log and allocate priority to all RFCs. MANAGER the IT Service Manager; implements Rejects unapproprial RFCs articulate and methodical Producing management information Reviewing effectiveness and efficiency of company’s Configuration Management Policy Roles defined centrally as required for problem cont. error cont. and proactive Table RFCs for CAB meetings trained in interpersonal skills Managing work and standards specific Releases functions Decides meeting participants according to multilingual (if required) Developing and maintaining IM system Roles “mixed” depending on package, Evaluates existing ConfMngt systems and the Producing management information RFC nature RESPONSIBILITIES SD able to understand the business's objectives urgency, project… design, their implementation, improvements; Managing staff Convene Urgent CAB or CAB/EC meetings Registering incidents able to understand and accept that for all URGENT RFC’s Planning resources, monitoring and reporting ARCI Matrix (i.e. from RFC-Assessment- Allocating support effort Routing calls to support groups the Customer's Problem affects the business on progress against plan development-Testing-Implementing- Chair ALL CAB meetings Developing and maintaining tools Initial support and classification without the Customer there is no support Audit&Review-Closure-CMDB update) Proposes and agrees scope of Conf Mngt; RESPONSIBILITYES Support staff Authorise acceptable Changes (according to department Resolving and closing inc. at first contact items to be controlled, information to be CAB decisions) Identifying problems the Customer is an expert in their own field Owning monitoring tracking and recorded Issue FSC via Service Desk Investigating problems and solutions communicating genuinely wanting to deliver a first-class Develops (ConMngt) standards, plans and Liaise with all parties to Coordinate change Raising RFCs service. Closing incidents with customer agreement procedures building, testing and implementation RESPONSIBILITIES Specialists Monitoring and managing progress on known general interpersonal skills Raises awareness for new ConfM procedures Update Change log with progress error resolution Handling service request telephone techniques Recruitment and training of staff Review implemented changes Advise Incident management staff on best Monitoring incident details writing techniques (letter, email, voice) Evaluates Conf Mngt tools workarounds Review all outstanding RFCs waiting Investigation and diagnosis active listening and questioning Directly or indirectly customizes tools consideration or action Assist in managing major incidents and Detecting possible problems and assigning stress and complaint management. Ensures that correct roles and responsibilities problems Analyze Change records to identify trends or them to problem management process are defined in Conf Mngt plans and apparent problems that can occur Trend analyses Resolution and recovery of incidents procedures Close RFCs Identifying source of potential Problems Informing Service desk of progress Naming conventions proposal Management reporting Raising RFC to prevent Problems Proposes and/or agrees interfaces with Preventing Problems to be replicated Change Mngt, Problem, Release, Network, Instigating major problem reviews Operations Mngt… Plans and executes population of CMDB Ensures regular housekeeping of CMDBprovides management reports Perform Configuration audits Actions to secure funds for infrastructure & staffing Assists auditors on audits
  • 3. Key Performance Indicators CRITICAL SUCCESS FACTORS Key Performance Indicators Key Performance Indicators Key Performance Indicators Key Performance Indicators Ensure Long Term Customer Retention and Avoiding Repeated Incidents Managing Configuration Item Information Controlling Changes Producing Operable Solutions Up-to-date CMDB Satisfaction: Number of repeat incidents Number of Configuration Items logged and Number of RFCs processed Number of implementations bypassing CM Knowledge Base tracked Percent Of Customers Given Satisfaction Number of existing Problems Number of RFCs rejected Number of implementations utilizing non- Automated Incident Management system Surveys standard components Number of Configuration Items with attribute Number of existing Known Errors Number of unauthorized changes detected Close link to SLM for SLA targets Customer Satisfaction Rating Of SD failures Minimizing Impact Of Problems Number of implementations utilizing non- Number of RFCs implemented on schedule Key Performance Indicators Percent Of Caller Hold Times Within Service Number of changes to Configuration Item licensed components Average time for diagnosis of Problems Numbers of Incidents Number of RFCs requiring reschedules Targets attributes Number of implementations non-authorized Average time for resolution of KE Making Quick and Accurate Changes Based On Mean time to resolution Percent Of Calls Responded To Within Number of additional Configuration Items Business Priorities Number of incidents caused by releases Number of open Problems Percentage within agreed response time Service Targets Number of deletions of Configuration Items Number of RFCs marked as URGENT Number of failed Releases Number of open Known Errors Average cost per Incident Number Of Incident Records Not Yet Closed Number and frequency of exceptions in Controlling Releases Into Production Number of RFCs not tested prior to Number of repeat Problems Percentage closed by Service Desk configuration audits Number Of Calls Abandoned implementation Number of Releases implemented without a Number of Major Incident/Problem reviews Incidents per SD workstation Assist In The Identification Of Business Providing Capability To Perform Risk Analysis corresponding RFC Number of RFCs that failed Percentage resolved without a visit Opportunities: Of Changes and Releases Number of urgent releases Number of RFCs without business case Number Of Calls Referred To Sales Number of incidents caused by inaccurate Number of releases implemented but not Number of RFCs bypassing CAB or CAB/EC Organization configuration data adequately tested Protecting Services When making Changes Dollar Value Of Referred Calls To Sales Percentage of Services tracked with Number of releases implemented without Number of SEV1 incidents caused by RFC Organization Configuration Items versus known products operational assurance implementation Reduce Support Costs By Efficient Use Of and services Implementing Releases Into Production On Number of SEV2 incidents caused by RFC Resources and Technologies: Time implementation Percent Of Calls Resolved At The Service Number of Releases implemented Number of other incidents caused by RFC Desk Without Escalation Number of Releases implemented late implementation Staff Turnover Rate Number of RFCs without a backup strategy Overall Cost Per Call. Generic Benefits Better alignment of IT Services to Business Needs Improved quality of service – more reliable business support More justifiable services from business perspectives More Services uptime, less disruption to business Save $$ Effective and efficient use of resources Money invested in the right area http://itservicemngmt.blogspot.com/

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