October 2008 - Transforming from Help Desk to Service Desk, Lowering TCO

  • 5,008 views
Uploaded on

October 2008 HDI Motown Meeting by Brenda Iniguez from Frontrange Solutions.

October 2008 HDI Motown Meeting by Brenda Iniguez from Frontrange Solutions.

More in: Technology , Business
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
No Downloads

Views

Total Views
5,008
On Slideshare
0
From Embeds
0
Number of Embeds
3

Actions

Shares
Downloads
819
Comments
0
Likes
9

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. Transforming from Help Desk to Service Desk Keys to Lowering TCO Brenda Iniguez Americas ITSM Consulting Director FrontRange Solutions
  • 2. Agenda What are today’s Business Drivers? ITIL and the clout it gives to the Service Desk Service Desk Transformation Concepts What is a Service Desk? Why a Service Desk? Automation as an enabler Service Desk TCO highlights Service Desk / Service Management KPIs Service Desk Transformation – Supplementary Reference Material
  • 3. What is Driving IT Today? Aligning IT with the business Improved Efficiency of service delivery Corporate Governance, IT Best Practices, SOX, COBIT ITIL: what is it and how can it help me? Sustained Revenue Growth for the business Improved Corporate Information Systems Improved Customer Loyalty Based on survey of over 100 IT executives
  • 4. Business Drivers: Cost Containment, Efficiency and Customer Satisfaction Average fully-burdened Types of Questions cost per incident and Call Volume Walk Up $29.30 “How to” 27-43% Phone $27.60 Password Security 20-35% Email $21.67 Outage 12-25% Fax $18.90 Break/Fix 10-20% Chat/IM $17.90 Service Request 5-22% Self Service $13.50 IMAC 5-18% Help Desk Institute, Gartner, Understanding Service and Practices and Salary Survey Support Mix
  • 5. Top Pressures Driving Need for Increased IT Productivity Customer demand for more personalized 40% products & services Serving customer needs 25% Growing competition 14% Globalization to serve new 11% customers and markets Finding and retaining 7% quality talent Source: Aberdeen Group
  • 6. Hottest Priorities
  • 7. Organizations Maintaining Staff Headcounts
  • 8. Outsourcing of IT Work Continuing
  • 9. 1% IT Management Process 12% LEVEL 4 Maturity Model Value 44% LEVEL 3 IT as a strategic business partner Service IT and business 40% LEVEL 2 IT as a service metric linkage provider IT/business Proactive Define services, collaboration 3% LEVEL 1 classes, pricing improves business Analyze trends process Understand costs Set thresholds Reactive Guarantee SLAs Real-time infrastructure LEVEL 0 Fight fires Predict problems Measure and report Measure application service availability Business planning Inventory availability Chaotic Desktop software Integrate processes Automate Ad hoc distribution Capacity Mature problem, management Undocumented Initiate problem configuration, management process change, asset and Manage IT as a Business Unpredictable Alert and event performance mgmt. Multiple help desks processes management Minimal IT operations Service and Account Management Measure component User call notification availability (up/down) Service Delivery Process Engineering Operational Process Engineering Tool Leverage
  • 10. The Service Support Process Model – Pink Elephant The Business, Customers & Users Management Tools Difficulties Communication Queries, Enquiries Updates Incidents Incidents Work-arounds Incident Incident Service Desk Service Desk Changes Service Reports Problem Problem Releases Incident statistics Audit Reports Problem Statistics Change Change Trend Analysis Problem Reports Problem Reviews Change Schedule CAB Minutes Release Release Diagnostic Aids Audit Reports Change Statistics Change Reviews Release Schedule Audit Reports Release Statistics Configuration Configuration Release Reviews Secure Library CMDB Reports Testing standards CMDB Statistics Audit Reports Policy/Standards Audit Reports CMDB Incidents CIs Problems Relationships Changes Releases Known Errors
  • 11. ITIL V3 Library Service Service Design Service Service Operation Continual Strategy Transition Service Improvement The 5 “CORE V3” BOOKS The Official Introduction To The ITIL® Service Lifecycle + Complementary Guidance 11
  • 12. The V3 Lifecycle CORE
  • 13. Lifecycle Processes SERVICE STRATEGY SERVICE DESIGN • Service Strategy • Service Catalog Management • Service Portfolio • Service Level Management Management • Supplier Management • Financial Management • Capacity Management • Demand Management • Availability Management • IT Service Continuity Management • Information Security Management SERVICE TRANSITION • Transition Planning and Support SERVICE OPERATION • Change Management • Event Management • Service Asset & Configuration • Incident Management Management • Request Fulfillment • Release & Deployment • Problem Management Management • Access Management CONTINUAL SERVICE • Service Validation IMPROVEMENT • Evaluation • Seven Step Improvement • Knowledge Management 13
  • 14. The Support Challenge Meet the current, often tactical needs of IT Accelerate the evolution of IT Step up to new strategic initiatives Create a model for future business success Turn tactical Help Desk Processes into value-add Service Desk Offerings Keys to Lowering the TCO – Overcome the traditional silos of service and systems management in IT – Unlock the value potential in IT by working more closely with the business to deliver integrated and accelerated business process support
  • 15. Perception is everything ! young girl … or old woman ?
  • 16. It’s all in the Perception
  • 17. Service Desk Transformation Concepts
  • 18. What is a Service Desk? Single Point of Contact – Provides advice, guidance, and is focused on restoring service in the shortest possible time – Routes non technical issues to appropriate organization – Retains ownership of all requests, and is the eyes, ears, and voice of Customer Common Functions of a Service Desk – Receives Calls, First Line Support – Initial Assessment of All Reported Issues – Monitor Escalation Procedures Relative to Agreed Upon SLAs – Manages Request Life-cycle of Request from Report to Closure – Communicates Status Updates to Customers – Assists in Problem Identification
  • 19. Help Desk vs. Service Desk Help Desk Service Desk – Reactive Incident – Proactive Incident and Problem Management Management – Only Address IT – Single Point of Contact SPOC Technical Issues HR Service Requests – Focus is on Resolving Facilities Requests Issues (not finding the IT Procurement root cause) – Focus is on providing Service – Key Performance Management Indicators are: – Customer Service is Key Metric Call Times in addition to standard SDesk First Call Resolution metrics Times Spent on Issues
  • 20. Why Service Desk? Higher Customer Satisfaction Costs are Reduced Assists In Identification of Business Opportunities Optimizes Investments toward Business Support Services Becomes a Strategic Function in Lowering TCO for supporting the IT Infrastructure Key Piece in Managing Change Across the Business Centralized Data
  • 21. The Service Desk Workflow Multiple Avenues to Requests Are Request Service Routed to Proper Teams To a Single Point of Contact Service Desk Owns Communication with Customer until Service Request is Fulfilled
  • 22. Moving from Help Desk to Service Desk Centralize Your Services Implement more Proactive Processes (Problem Management) Automate Processes Make the Right Knowledge Available to the Right People Formulate your Service Desk Service Catalog Offerings Determine Target Resolution Times & SLAs Focus on the Right Metrics; Service Desk KPIs
  • 23. Metrics are your Friend Look Closely ! Be aware of what you can’t SEE ! Read between the lines … in PEOPLE & PROCESSES
  • 24. Service Support KPI’s Process Core Objective Example Core KPIs Category Restore service degradations to # of Incident by category, priority and resolution type Quality Incident expected level ASAP by LOB # of Incidents restored within SLA Targets Performance Identify systemic Infrastructure # of problems identified & root cause determined with Quality Problem Errors and eliminate them to solution or workaround. minimize impact and improve # of Repeat incidents by category trending downwards Value availability Handle changes efficiently while # of changes by type / category / Group / Customer. Quality Change minimizing impact to service (emergency changes trending down) delivery # of changes that have resulting incidents, or fail and Value have to be backed out Identify / control / manage IT % of CMDB data population and accuracy vs actual, Quality Config. resources within a Configuration according to scope Management Database % Growth or Change by CI type over an elapsed time Value period Ensure production readiness, # of releases by type that satisfy release management Quality Release quality and authorization of new or criteria when submitted to Change modified CIs and their planned # of releases that bypass the process Compliance deployment
  • 25. Service Delivery KPI’s Process Core Objective Example Core KPI Category Define services % Score of customer satisfaction survey trends up Value SLM over time Agree on level, scope, quality, performance i.e. Customer Satisfaction Survey Monitor & Manage Define and plan for service % of service availability within SLA negotiated Quality Avail. availability to meet or exceed requirements. stated business requirements through process, technology and people resource planning and implementation Current and future resources are % of components the breach tolerance thresholds in Quality Capacity greater than or equal to demand, correspondence to planned capacity levels for but excess is planned components and complete IT systems. Recover IT systems to normal state % of systems that fail recovery test Quality ITSCM in an alternate way after a disaster Time to execute test of plan and recover IT services in within an expected timeframe a contingency state against expected targets. Performance Plan for and deliver IT Services % deviation of forecasted versus actual cost of IT Compliance Finance within a forecasted budget against services within defined tolerance limits actual cost (% of Deviation $ of Deviation)
  • 26. Transforming the Help Desk “Deadly Sins” Help Desk Deadly Sins – Improvement Areas: – Reduce Call Volume – Decrease Learning Curve – Decrease Customer Escalations – Ensure Consistent Responses – End-to-End Ownership of the Customer Incident to Resolution – Shorten Resolution Times – Reduce the Impact of Employee Turn-Over Using Knowledge Management to address Deadly Sins and: – Lower Costs – Increase Customer Satisfaction – Increase Efficiencies
  • 27. Automation – a key transformation element Automation is Key to transforming to a Service Desk – Reactive to Proactive – Enables Service Level Monitoring – Automate Repetitive Tasks – Automate Ticket Creation (Auto-ticket Creation) – Automatic Routing for Consolidated Services – Automate Escalation – Ensures Quick Customer Response / Acknowledgement – Ability to do More with Less = Lower Cost
  • 28. Service Desk - Self-Service Offering: Tips Consistent Look & Feel Keep it Simple Training Users when to Use Self Service Leverage the Phone System Knowledge Integration Make it Easy for Customers to Use Resulting in: – Lower Cost per call ($13.50 Self Service vs. $27.60 – phone) – Reduced the Load on the Service Desk Allows the Service Desk to Focus on Providing Real Value Reduced Stress on Team – Increased Customer Satisfaction – Increased Usage by Customers
  • 29. ITIL and Escalation Process - Prioritizing Issues Urgency + Impact = Priority Impact High Medium Low High 1 2 3 Urgency Medium 2 3 4 Low 3 4 5
  • 30. … don’t forget the Perception Factor
  • 31. TCO Costs Associated with a Service Desk Tool Direct Costs – Yearly Maintenance Fees – Labor Fees Indirect Costs – Time it Takes To Upgrade – Configuration Capability – System Up-time
  • 32. Controlling the Direct Costs Yearly Maintenance – Do you have too many licenses? – Can you negotiate your maintenance contract? – Are there tiered levels of Support? – If so, are you subscribing to the best one for your organization (not necessarily the most expensive) Labor – How Many Administrators Are Required to Support the System
  • 33. Controlling the Indirect Costs Upgrading – What does is Take to Begin Utilizing New Features? – What is the Reputation in the Market Place for Upgrading? – Is it Rip & Replace? – Are Configurations and Customizations Preserved? – Is there a Need to Re-program Business Rules after Upgrade? – Does the UI of a New Version Require New Training?
  • 34. Controlling the Indirect Costs Ease of Administration – All Service Desk Implementations Will Have to Be ‘Tweaked’ to Meet an Organizations Unique Needs What does it Take to ‘Tweak’ Does it Require a Programmer? How Long Does it Take? If it can’t be done quickly, will it ever get done? – Controlling Administrative Costs will not only lower total cost, but will make the Service Desk More Adaptive to Changes
  • 35. Controlling the Indirect Costs Ongoing Administration – Why do some Tools only require a Part-time Administrator, while others require one or more Full-time Administrators? – Was the Tool built with Ease of Administration in mind? – Are there GUI’s / Wizards available to help configure? – Are users enabled to automate the simple tasks (i.e. Reassignment of a work order)? – Is the System stable, and have a reputation for Stability?
  • 36. TCO Conclusions Direct Costs Are Easier to Measure, But the Indirect Costs Can be Better Controlled When choosing a new Tool, keep the TCO in mind when making a decision – Upgrade History – Stability History – Configurability / Customize Ability Keeping the TCO in check is a value add by your Service Desk
  • 37. Sneak Peak: What’s New in Service Management? What is a SAM anyway ? It’s 4:30pm … Do You Know Where Your Assets Are? Service Management Lifecycle
  • 38. Software Asset Management “Software Asset Management (SAM) is all of the infrastructure and processes necessary for the effective management, control and protection of the software assets within an organisation, throughout all stages of their lifecycle.” ITIL Best Practice guide Software Asset Management SAM is NOT – Just about licenses or compliance – Just a tool or piece of software – Just a simple process or policy “Every organization can realize between 5% and 35% cost savings – A silver bullet through the implementation of – A quick fix focused software asset practices”
  • 39. It’s 2:30pm … Do you know where your assets are? How does your organization stack up in SAM? Business Driver Question How do you currently keep track of your software licenses? If you were to be audited today, would you pass? How would you prove it? How do you know if users are downloading or bringing in unauthorized software? Software Asset How do you find it? Management How do you track software usage? Would your company like to know if it’s buying or renewing software packages that aren’t being used? How much time do you spend managing your software licenses? Would one solution that allows you to input your proof of entitlements and reconcile against the deployed software in your environment be helpful?
  • 40. Software Asset Management Drivers Market Interest in SAM is growing rapidly – Vendor led: Compliance Microsoft, Adobe, Oracle, Symantec pouring resources into educating the market 87% of s/w vendors claim loss of revenue due to non-compliance* – Vendors estimate 35% of software is illegally installed, resulting in loss of $35 billion worldwide Industry groups (BSA, FAST, SIIA) increasing publicity/rewards around piracy Audits expected to affect 35% of all customers yearly – Customer led: Improved controls/reduced costs Real, tangible benefits for implementing SAM practices – Reduction in costs, risk mitigation, more efficient IT operations & planning 93% of our customers believe license compliance is a priority – 44% overall believe it is a “High priority” (49% of UK customers) * KPMG Software License Compliance Study
  • 41. Transforming from Help Desk to Service Desk IT as a Strategic Enabler to the Business The new model for the Service Desk is here The right tools and processes bring efficiencies and enable your Service Desk Analysts to tangibly contribute towards improving your business
  • 42. Start Your Service Desk Transformation Today! Brenda Iniguez Brendai@frontrange.com 510-262-9925 www.frontrange.com
  • 43. Service Desk Transformation Concepts ~ Supplementary Details ~
  • 44. Help Desk to Service Desk Webinar Series Transforming from Help Desk to Service Desk – Introduction – 15 November 2007 Transforming from Help Desk to Service Desk – Beware of the 7 Deadly Sins of the Help Desk – 24 January 2008 Transforming from Help Desk to Service Desk – Essential Process Automation Capabilities – 21 February 2008 Transforming from Help Desk to Service Desk – Getting Self- Service Right with Six Simple Steps – 17 April 2008 Transforming from Help Desk to Service Desk – Three Keys to Lowering Your Total Cost of Ownership – 22 May 2008
  • 45. Reactive vs. Proactive Fighting Fires Analyze Trends Focused on one incident at a Identify Potential Areas for time Improvement Inefficient Recognizing and Solving issues before they happen No Knowledge Capturing Document Workarounds for Solving the Same Issues known problems again and again Centralized Database assists Numerous Systems in Problem Identification Capturing Incident Data
  • 46. Why Automation? Get the most out of your investment – Most Users are only using 60% of the Functionality of Current Tool Make Your Tool Work For You – Let your staff focus on the important things – Ensure Items Don’t Fall Through the Cracks – Enforce Your Processes Efficiencies, Efficiencies, Efficiencies – Repetitive, Repetitive, Repetitive – Do More With Less Can Automation Be Done Without A Programmer? – How Fast, and How Easy Can the Tool Change if Your Process Changes?
  • 47. Begin By Automating Escalation Process 1. Develop a Prioritization System 2. Set Target Times to Priorities 3. Develop Service Catalogue 4. Negotiate Service Level Agreements with Users Focus on Incident and Problem Management
  • 48. Centralized SPOC Service Desk Service - Benefits Higher Customer Satisfaction – One Number to Know – Better Communication Better Accountability – Customer has one place to go to for an update – Service Desk Pushes Other Internal Organizations to Deliver – IT Organization Focuses on Business
  • 49. A New IT Model for Proactive Service Management Leverage Voice Communication Mgmt for improved service Unlock the Value of Remote Control Proactive Application Repair and Installation IT Workplace Provisioning Integrated Change Management for Compliance and Audit
  • 50. Determine Target Resolution Times Determine Target Resolution Times Based on the Priority of the Service Request – Begins to Set Expectation with Customer – Sets Goals for Service Desk to Resolve – Places Rules in Place for When Issue is Escalated to Escalation Teams – Provides Indicators for Reporting – Assists with Developing Services and Service Level Agreement – Helps in Problem Identification / Training Opportunities
  • 51. Develop Service Catalogue Offerings Service Catalogue – Defines the Services available to the customer from the IT Organization What is a Service and How Do I Define Services? – Depends on the Organization – Ask Your Customers What They Perceive as the Services You Provide – Possible to Define Services by: Business Process (What Customers Perceive) -Or- Infrastructure Services Network Services Usually Invisible to Customer but Application Services Essential to Deliver Services to Customer
  • 52. Negotiate SLAs Important Points when Developing SLAs – Ensure Operational Level Agreements and Underpinning Contracts are Taken into Account – Don’t Dictate What The Service Levels are Going to Be – Talk to Your Users, Talk to Your Users, Talk to Your Users Be Prepared Consider all Feedback Seek Agreement (Service Level AGREEMENTS) – Start with a Pilot (Be Careful to Not Pilot a Problem Area) – Document Review Dates
  • 53. Escalations Combination of Incident, Problem, Change, and SLM Process provides Framework for Escalation Process Major Outages, by Nature of the Problem Management Process, are Escalated Faster Escalation Times are Built into SLAs
  • 54. Measuring the Right KPIs Moving to A Service Desk Changes the Key Performance Indicators being Monitored Help Desk Metrics Do Not Become Irrelevant – Hold Times (Contributes to Customer Satisfaction) – Number of Calls Received (Used for Trend Analysis, and Problem Identificaiton) – Call Duration (Identifies Knowledge Deficiencies) Metric Focus is On the Customer – Customer Satisfaction is KEY – Meeting Service Level Targets
  • 55. Growing Call Volumes – a concern Why are Growing Call Volumes A Concern? – Average Cost per Incident for Phone Support is costly - Estimated at approximately $25. – The Service Desk is First Place Hit with Budget Cuts – Rapid Increases in Call Volumes Stretch already Thin Resources, Impacting Customer Satisfaction
  • 56. Automating Repetitive Tasks The Tool Should Allow for Automation of a Series of Steps in a Repetitive Task – Reassigning a Task – Quick Incidents (Password Resets) – Standardized Processes Simplicity – Provide Functionality to Easily Create Automation – Incorporate Into Workflow to Make Tool Easier to Use – Enable Technicians to Automate Tasks
  • 57. Auto Ticket Generation The Ability to Update or Create Service Requests by Monitoring Email or Using Text Files – Makes the System More Effective – Automates Email Monitoring Provides Another Path for Integrations Key Part of Automating Processes Ensures Your Call Records Are Up To Date With Customer Communication