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Stefanini Tech Team - Help Desk to Service Desk
 

Stefanini Tech Team - Help Desk to Service Desk

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Stefanini Tech Team - Help Desk to Service Desk - HDI Motown October 2011 Chapter Meeting

Stefanini Tech Team - Help Desk to Service Desk - HDI Motown October 2011 Chapter Meeting

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  • Call Center – call logging and dispatch calls Unskilled – some troubleshooting and escalation and provide feedback to users Skilled – more highly trained with suffiecient tools and permissions to handle the majority of calls at first level; follow full incident managmenent process’ understands the business goals and customer needs Next slides will touch upon how the service desk should be organized operationally; no one solution fits all organizations – need to look at languages, locations (hours of service), costs – we will look at each company individually – here are a few examples

Stefanini Tech Team - Help Desk to Service Desk Stefanini Tech Team - Help Desk to Service Desk Presentation Transcript

  • Global IT Helpdesk Transformation Jerry McElhone Global Business Unit Leader Scott Kessler Solutions Architect HDI Motown Chapter October 14, 2011
  • Answers First
    • Today will will discuss how to successfully transform from a local IT helpdesk to a global IT Service Desk by focusing on four key concepts:
      • Understanding and bridging the differences between Help Desk and Service Desk
      • Realizing the value of tight integration of Deskside Technicians with the Service Desk
      • The effective use of process and tools to enable a “shift left” strategy
      • Using remote monitoring and remote diagnostic tools by the Service Desk staff
  • Agenda
    • Transforming Help Desk to Service Desk
    • Integration of Deskside Support
    • Process & Tools that Enable “Shift Left”
    • Remote Infrastructure Management / Tools
  • ITIL Service Desk Defined Service Desk
    • Service Desk
      • A functional unit made up of a dedicated number of staff responsible for dealing with a variety of service events, often made via telephone calls, web interface or automatically reported infrastructure events
      • The single point of contact for users to:
        • Report service disruptions or degradations
        • Request an IT service
        • Resolve incidents / fulfill requests
      • Provides a point of coordination for IT groups and processes
        • Ownership of incidents/requests through lifecycle
    User User User
  • Help Desk vs Service Desk
    • Help Desks Generally Evolve into Service Desks to Improve Customer Service
    • Limited integration with other IT Service Management processes
    • No corporate repository of information
    • Some areas / applications supported by specialty groups outside of the Help Desk
    • Management information generally includes statistics regarding technician performance and resolution SLAs
    • Relinquishes incident ownership to upon escalation
    • Full integration with other ITIL Service Management processes
    • Single, integrated tool set used globally
    • Centralized knowledge base of known errors, and fixes
    • Acts as the Single Point of Contact for all IT areas / applications
    • Management information includes statistics on service deficiencies, customer training needs , resource usage and incident trends, allowing management to make more informed, meaningful IT decisions .
    • Maintains incident ownership through resolution
    Help Desk Service Desk TRANSFORMATION Reactive - > - > - > - > - > Proactive
  • Global Service Desk Challenges
    • Issue 1 – Tools
      • Disparate and disconnected
      • Non-ITIL ‘compliant’ tools/technology
    • Issue 2 – Processes & Knowledge
      • Processes are localized, knowledge – often tribal (not documented)
    • Issue 3 – Senior Management Support
      • C-level does not actively sponsor and manage the change (leaving room for regions or groups to slow/stop progress)
      • Communication often does not include all the information
      • Incident control and lifecycle management need to be part of Global IT objectives (not an afterthought)
    • Issue 4 – Corporate Culture
      • Usually not a popular idea (redistribution of staff or down-sizing fears)
      • Change is always difficult
  • Basic Tools for a Successful Service Desk
    • ITIL based best practice processes
    • ITIL Foundations certified management team
    • Technicians trained in overview of ITIL best practices with concentration in Incident and Problem Management processes
    • Integrated ITIL compliant toolset and management systems
    • Knowledge search and diagnostic tools
    • Service Desk participation in back-office IT operations including Change Management meetings (CAB)
    • Automated operations and network management tools
    • The Service Desk is the Hub of the IT Service Management Processes;
    • The Right People and the Right Tools keep the Wheels Turning
    Configuration Management Knowledge Management Incident Management Problem Management Access Management Service Level Management Request Management Service Desk Change Management
  • Transforming Helpdesk to Service Desk
    • Efficient, Best-Practice Processes from Launch through Operation
    TechTeam Proprietary and Confidential
    • SPOC
    • Incident Ownership
    • Multiple value-added services
    • Proactive Service
    • Reports
    • Best Practices
    • Waste
    • People
    • Process Maturity
    • Toolset Use
    • Current Process
    • Technical Skill Level
    • Current Reporting
    • Incident Data
    Continuous Improvement Recommended ITSM Operational Model
  • What is your Service Desk (or ITIL) Maturity Level?
    • Review & Incorporate IT Service Management and LEAN Recommendations
    • Perform ITIL process maturity assessment (often outsourced to experts)
    • Compare to Industry process maturity benchmarks
    • Complete gap analysis between current process and ITIL best practices
      • Basic process elements
      • Management intent
      • Process capability
      • Internal integration
      • Products
      • Quality control
      • Management Information
      • External integration
      • Customer interface
  • Service Desk Implementation Success Criteria
    • A Skilled Service Desk Enhances the Overall Perception of the IT Organization
    • Faster resolution of incidents/service requests
    • Increased first call closure rate
    • Increased customer satisfaction
    • Reduced customer and business impact from outages
    • Management information is automatically collected for analysis
    • Reduced operational and resource costs
    • Increased efficiency/reduced waste in processes
  • Agenda
    • Transforming Help Desk to Service Desk
    • Integration of Deskside Support
    • Process & Tools that Enable “Shift Left”
    • Remote Infrastructure Management / Tools
  • Integration with Deskside Technicians
    • Redefine Deskside
      • Deskside should be considered a function of the Service Desk and not a “separate team”
      • Arms, legs, eyes, and ears of the Service Desk as well as for various Services (network, server, IMAC, applications, etc)
    • Examples of how to foster integration of Desk side with Service Desk:
      • Promote from within (Service Desks agents naturally can grow to Desk side Techs)
      • Change culture of “us vs them” attitude, stress a ‘one team’ concept
      • Make Desk side team members key contributors to process improvement and knowledge enhancement
        • Enable the teams through tool integration to flag incidents/requests that should be resolved at line 1
      • Rotation opportunities for both Service Desk and Desk side Technicians to experience the “life in a day” of respective Service Desk role
        • Both inward/outward rotations (scheduled)
        • Service Desk agents rotated outward on slower days paired with a buddy in the field
    • The above examples can be modified for Line 2 with Line 3, etc to promote the idea of bridging support “team” obstacles
  • Agenda
    • Transforming Help Desk to Service Desk
    • Integration of Deskside Support
    • Process & Tools that Enable “Shift Left”
    • Remote Infrastructure Management / Tools
  • “ Shift Left”
    • Definition
      • Moving issue resolution and request fulfillment to the lowest cost level in the support organization
    • Benefits
      • Reduce overall total cost of support
      • Increased customer satisfaction through faster resolution of issues / requests
  • Shift Left Transformation Process
    • Evaluate your call types and target those that offer the best value to shift-left.  
      • Use data to identify topics for which the Service Desk can add more value and resolve on First Contact.  
    • Start with Top 10 repeated issues (contacts to the Service Desk)  
      • Best solutions are those that do not require a contact to the Service Desk; however, where technology lacks to self heal or for self service
    • Work with Line N groups to gather requirements
      • Determine which lower Line support team is best suited to handle
      • Gather applicable Knowledge
      • Obtain access rights / privileges
      • Provide tools to resolve these issues or fulfill requests (at agreed acceptable risk levels)
    • Empower the Service Desk agents (or Line N) to resolve/fulfill upon contact
      • Modified access rights
      • Updated knowledgebase
      • Targeted training
    • Use the PDCA Method to improve results and seek next Shift Left opportunities
      • Plan, do, check, act
  • Agenda
    • Transforming Help Desk to Service Desk
    • Process & Tools that Enable “Shift Left”
    • Integration of Deskside Support
    • Remote Infrastructure Management / Tools
  • RIM as an enabler to the Service Desk & Shift Left
    • By RIM tools… we mean:
      • “ Remote Infrastructure Management”
        • PC Anywhere – Windows Remote Desktop – CA’s Support Bridge/Automation - Bomgar
        • Managing assets (e.g. Desktops) regardless of geographical location
      • Tools that allow remote connection , interrogation, configuration and patching of assets
    • Examples of how we use them:
      • Efficient troubleshooting - Have the customer ‘show’ the technician the issue
      • Accelerated solution implementation – Agent led remote desktop sharing session
      • Checking and mapping faulty configurations/settings (printers, network)
      • Querying and configuring system parameters or registry “behind the scenes”
      • Manual maintenance (patches)
        • ‘ extra’ maintenance can be performed while assisting the customer (added value)
  • Customer Example
    • Customer – Large Automotive Manufacturer
    • Process / Timeline
      • Consolidated 150+ departmental and divisional ‘isolated’ help desks into a single central Corporate Help Desk
      • Started Shift Left (establishing relationships with IT groups – gain trust)
      • Centralized help desk knowledge and support processes
      • Branded the new corporate help desk
      • Defined desk side roles and responsibilities
      • Integrated desk side into Help Desk (reduced “shadow support”)
      • Introduced remote support tools into “centralized teams” increasing resolution efficiency
      • Transformed consolidated help desk into a Service Desk
    • Benefits
      • Outsourced model, savings of multi-millions year-over-year
      • Example: Reduced desk side technicians from 120 to 30 (in one campus/area)
      • Reduced time to resolution and improved customer satisfaction
  • Summary
    • Successfully transforming from a local IT helpdesk to a global IT Service Desk involves four key elements:
      • Understanding and bridging differences between Help Desk and Service Desk
      • Tight integration with Deskside Technicians from the Service Desk
      • The effective use of process and tools to enable “shift left”
      • Use of remote monitoring, remote diagnostic tools by the Service Desk staff
    • Question & Answer
    • Backup
  • Integrated LEAN IT and ITIL
    • The Key to a Quality, Cost Effective, and Customer Relevant Service Operation Strategy
    • LEAN Principals
    • Understand how value is perceived by the customer
    • Remove "waste" from end-to-end value streams
    • Flow cleanly from start to finish
    • Make what is pulled by customers, don't build for stock
    • Seek perfection through continual improvement
    James P. Womack, Daniel T. Jones, “LEAN Thinking," Free Press 1996, 2003.
    • ITIL Principals
    • Align IT with current and future business needs
    • Improve the quality of IT services
    • Reduce the long term cost of providing IT service
    • Improve management decisions through measuring Key Performance Indicators
    Business Value Remove Waste Standards Continual Improvement Metrics Best Practices People Automate Recommended IT Service Management Operational Model
  • Methodology
    • Combine LEAN principles with IT Service Management Best Practices
    • Assess Service Desk and Incident Management processes
    • Interview key personnel throughout the global Ford IT organization, including senior management through analyst to understand strategic goals, high impact issues and current processes
    • Analyze incident and service request ticket data
    • Review management reports
    • Identify current process maturity
    • Identify gaps vs. best practices
    • Make recommendations for:
      • Process improvements/reduced waste
      • Organizational structure
      • Management structure
      • Technician policies and processes
      • Technician training and skill levels
      • How best to leverage Ford’s toolset
  • Assessment Deliverables
    • Incorporate IT Service Management and LEAN Recommendations
    • LEAN analysis of current service desk processes
      • Defects
      • Overproduction
      • Waiting
      • No-Value add processing
      • Transportation
      • Excess motion
      • Unused employee knowledge
    • Recommendations
      • Process reengineering
      • Organization structure
      • Toolset Requirements
      • Training requirements for each role
    • Implementation roadmap
    ANALYSIS RECOMMENDATIONS IMPLEMENTATION ROADMAP
  • ITIL Process Maturity Initial Repeatable Defined Managed Optimized ( Ad Hoc/ Chaotic ) Some informal, few formal processes in place (Intuitive) Processes rudimentary defined, not consistently documented nor executed, substantial amount of circumvention (Qualitative) Policies, Processes defined and consistently documented, ownership and roles established, limited circumvention (Quantitative) Processes consistently documented and executed; ownership, roles and metrics established (Continuous Feedback) Interfaces, metrics, roles established, documented, adherence enforced and constantly managed by owners Client
  • Service Desk Assessment
    • Manufacturing Benchmark Example
    Benchmark Source: itsmf 2011 Assessment Sections Section 1: Prerequisites 1.5: Management Intent 2: Process Capability 2.5: Internal Integration 3: Products 3.5: Quality Control 4: Management Information 4.5: External Integration 5: Customer Interface Passmark Manufacturing Average Client