March 2009 - Reducing Incidents: 3-2-1-0 Approach


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HDI Motown March 2009 Chapter Meeting
Presented by David Morgan from Ajilon Consulting

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March 2009 - Reducing Incidents: 3-2-1-0 Approach

  1. 1. Reducing Incidents and Support Cost 3-2-1-0 Approach “Delivering flexible IT solutions & services to help you be more successful.” June 25th , 2008
  2. 2. Agenda The Catalyst What is the 3-to-0 Initiative? Objectives Establishing a Basis Identifying Candidates Determining the Appropriate Point of Service Implementation Pre-Requisites Results 2
  3. 3. The Catalyst Increasingly we’ve seen the Service Desk challenged to prove its value to the organization. We needed a simplified approach to improving the Service Desk whilst proving it’s value. Born out of necessity for survival … and common misconceptions Business perception that the Service Desk is purely an overhead cost Lack of understanding of the value of the Service Desk Arbitrary cost-cutting - the Service Desk is one of the first places companies look when cutting costs We needed a program that would fall into the Service Desk’s sphere of authority, control and influence We needed a program that would highlight and reinforce the value of the Service Desk as tool to drive improvements throughout IT We needed a way to measure the savings generated by the Service Desk 3
  4. 4. What is the 3-2-1-0 Continuous Improvement Initiative The 3-to-0 Initiative is a combination of processes, people and tools working together to push incident and request resolution to the closest feasible point of service with the Customer using a structured approach and objective analysis. Feasible Does it make financial sense? Will there be measurable benefits? Will it result in “as good as” or better quality? Does it make business sense? Regulatory/Compliance? Structured The approach is easily understood and communicated. The approach operates with limited administrative overhead The approach can be institutionalized into the Service Desk and our resolving partners. Objective Analysis is based on reality, not perceived issues, politics posturing and roadblocks 4
  5. 5. The Basis Using data from the ITSM toolset, organizational model, customer surveys we established a basis for analyzing potential improvement opportunities Level Organization Skill Sets Cost Time Developers, App Dev, Desk Side Techs, $$$$ Level 3 Desk Side Support Engineers Developers, 2nd Level Remote, Desk Side Techs $$$ Level 2 Level 1.5 Expert Analysts Level 1 Service Desk Service Desk $$ Analysts Self-Help Customers $ Level 0 N/A N/A N/A N/A Eliminated 5
  6. 6. The Objectives Introduce a sustainable Continuous Improvement Program (CIP) driven by and supported by the Service Desk. The primary goals of the continuous improvement program is to deliver: Faster End-to-End Resolution Time Move the point of resolution to the closest feasible point to the customer Decreased Support Costs Proper alignment of resource skills and experience to incident and request type – higher paid resources reserved for more complex activities Improved Customer Satisfaction Less customer down-time, improved confidence in IT through improved IT Support Show Measurable Value Provided by the Service Desk Have an accepted method to show the hard and soft cost savings contributions of the Service Desk to both the business and IT organizations 6
  7. 7. The Process – Identifying Opportunities Data for the initiative is primarily sourced from the IT Service Management toolset (ticketing system), but may also come from any location in the support model including Service Desk experience, Customer Surveys and Support Partner feedback. ITSM Toolset – Ticketing System Data Choose a manageable set of data based upon your analysis resource capacity. Suggestion: look at items routed from the Service Desk first. Service Desk Experience Analyst experience is a goldmine of improvement opportunities. Ask the team for suggestions on incidents and requests that they feel they could solve, or that could be moved to self-help or eliminated. Support Partner Input Query your support partners for requests and incidents they feel could be resolved by the Service Desk. 7
  8. 8. The Process – Identifying Opportunities Essentially, any incident or request that doesn’t require a desk side visit has the potential to yield both cost and time-to-resolution savings. What you need to know – Requests and Incidents Who does it now? (resolving group) How long does it take? (time-to-resolve) How many are there? Is the Incident or Request type able to be segregated for measurement? 8
  9. 9. The Process – Analyzing Improvement Opportunities Each category of incidents or requests is reviewed to determine if the current point of service is appropriate, or if an opportunity for improvement exists. Eliminate Could this category of incident be eliminated entirely? Could improved Customer education, procedural changes or defect removal eliminate the incident category completely? Level 0 If elimination is not feasible, could the resolution of this category of incident be moved to Self-Help? Could this request type be automated? Level 1 If Self-Help is not feasible (or not feasible in a large percentage of cases), could this category of incident be moved to the Service Desk? Level 2 If using the Tier 1 Team (1st Level Service Desk) is not possible, could this category of incident be moved to 2nd level or Expert Service Desk Team? Level 3 This item must be resolved by a 3rd Level Team due to complexity, specialized skills, compliance, etc. 9
  10. 10. The Process – Analyzing Improvement Opportunities Once it’s determined that an incident or request can be moved, we examine what Knowledge, Training or Capabilities are required to move the solution closer to the Customer. Level Organization Resource Type Cost App Dev, Developers, $$$$ Level 3 Desk Side Support Desk Side Techs, C A Engineers K T P N R A 2nd Level Remote, Developers, $$$ Level 2 O A B W Level 1.5 Desk Side Techs I I L N L E Service Desk Service Desk $$ Level 1 I I D N T Analysts G G I E E Self-Help Customers $ Level 0 S N/A N/A 0 Eliminated 10
  11. 11. Managing the Improvement Opportunities Candidates are placed on the appropriate CPI lists based on the decisions outcomes. We typically maintain four lists or plans; Elimination Candidates, Self-Help Candidates, Service Desk Candidates , and Non-Candidate Items. The lists are maintained and added to throughout the initiative to gauge improvement impact over time. Elimination Candidates The Service Desk provides incident/request data and technical experience information to our Support Partners. Level 0 – Self-Help Candidates The Service Desk provides incident/request data, technical experience information, solutions and validation support to the knowledge content owners and managers. Level 1 & 2 – Service Desk Candidates The Service Desk provides incident/request data, technical experience information, solutions scripts, validation support and training. Non-Candidate Items Non-Candidate Items are those items that must remain at Level 3 for justifiable business or technical reasons. For example, desk side support for hardware relocation. 11
  12. 12. Implementation Pre-Requisites: Knowledge Management An effective, efficient process and procedures must exist for creating, updating and retiring Knowledge Content Have an efficient Knowledge Management Process Establish a knowledge content format that is Analyst- friendly Build liaison Relationships with key Support Partners. K They will be instrumental in providing knowledge N content and/or initial training O W L E Implement a mechanism to notify Analysts of knowledge D content changes G E 12
  13. 13. Implementation Pre-Requisites: Training A repeatable training methodology must exist for the Service Desk. The methodology must include mechanisms to track training delivery and retention. Have a well-documented Training Program Use an incremental or modularized training approach to allow for efficient integration of changes Employ train-the-trainer, self-learning or CBT to reduce T resource loading on your Support Partners R A I N I N G 13
  14. 14. Implementation Pre-Requisites: Capabilities Management must have an understanding of the skills, experience, aptitude and tolerance for change of the Analysts. Understand the real and perceived capability limits of your Analysts Understand Analysts aspirations and tolerance for change C Have 1:1s first! A P A B Build relationships with the groups that will support you in I new capabilities – e.g., Info Security L I T I E S 14
  15. 15. Implementation Pre-Requisites: Measurement Establishing an accepted measurement method is critical to showing your success. Progress Measurement Establish a series of milestones to checkpoint each opportunity (Identified thru Post- Implementation Measurement). Hard Cost Savings Establish accurate resource costs to demonstrate the hard cost savings. Soft Cost Savings and Time-to-Resolution Establish a metric to represent soft cost productivity savings. Establish a mechanism to measure time-to-resolution improvements (entire incident or request lifecycle) 15
  16. 16. Implementation Pre-Requisites: Project Management Before beginning the 3-to-0 initiative establish the fundamental best practices for knowledge, training, communications and project management. Change Management Change Management processes must exist, and be followed. Marketing Plan Have a Marketing Plan that sells your the capabilities, skills and experience. Communications Plan Have a Communications Plan that details the implementation and expectations of the 3- 2-1-0 Initiative. Implement a vehicle to communicate your successes. 16
  17. 17. Implementing 3-to-0: Communications and Logistics Communications is key to a streamlined, sustainable and structured initiative. Avoid an ad-hoc approach by first building the communications and logistics infrastructure to support the initiative Define and Assign Key Roles and Responsibilities Define clear roles and responsibilities for training, knowledge, and technology. Establish a Standard Work Repository Implement a straight-forward tracking mechanism with that allows for easy status reporting. Excel, Access, MS Project Schedule Recurring Analysis Review Meetings To keep momentum, meet on a regular basis. Meet weekly or every other week. Establish Liaison Meetings with Key Support Partners Establish open dialog with your partners to ensure open and objective communications. Test the Change Management Process This Initiative is designed to introduce constant change. Effective change management is paramount 17
  18. 18. Results Significant gains have been realized as a result of the 3-to-0 Initiative. Incident Volume Reductions of > 20% Customer Satisfaction Improvements from high 80% to mid 90% Reductions in end-to-end resolution times – often measurable in days! Significant improvements in category-specific resolution rates. Note: The overall Resolution Rate or FCR should not be used a metric for this Initiative. 18
  19. 19. Contact Us Account Management Team Dave Morgan, Practice Executive, ITIM Service Desk (610) 517-6979 Ajilon Consulting Suite 5025 1400 North Providence Road 5th Floor Media, PA 19063 19
  20. 20. Next Steps ? “Delivering flexible IT solutions & services to help you be more successful.”