3. Service Desk - Role
The role of the service desk is to serve as the single point of contact
(SPOC) for all IT related issues.
3
4. Service Desk – Activities (1)
• Deliver services that achieve expected business outcomes in line
with organizational objectives
• Demonstrate its value and contribution to the organization
• Identify and initiate service improvement initiatives
• Set the standard of behavior for customer engagement
• Manage customer expectations
• Follow the organization’s policies, processes and procedures
• Balance support expenses to keep IT support performing at the
optimum levels of quality and cost effectiveness
• Provide customers with a first contact resolution where possible
4
Standard 1.1.2
5. Characteristics of a Successful Service Desk (1)
• Leadership - there is clear direction and strong management
• Consistency - support services that meet the organization’s
business needs are delivered consistently
• Commitment to quality - quality improvement programs are
undertaken such as benchmarking and certification to
industry/organizational standards/programs
• Policy and strategy - policies are documented, adhered to, regularly
reviewed and monitored
• People management - roles and responsibilities are clearly defined
• Resources - resource management and capacity planning are in
place
5
Standard 1.1.2
6. Characteristics of a Successful Service Desk (2)
• Value -it is acknowledged by stakeholders as being a critical
component of the IT service value chain
• Processes - integrated service management processes are in place
and are regularly reviewed
• Employee satisfaction - regular service desk employee satisfaction
measures are in place
• Customer satisfaction - regular customer satisfaction surveys are in
place
6
Standard 1.1.2
7. Characteristics of a Successful Service Desk (3)
• Performance results - regular performance metrics are produced,
analyzed and achieved in order to identify opportunities for
improvement, such as:
• KPIs
• Operational metrics
• Unit costs
• Total costs
• Customer experience - processes are in place for building strong
customer relationships and loyalty
• Credibility - is respected by customers and the entire support
organization
7
Standard 1.1.2
9. Mission Statement – Purpose & Objectives
• The purpose of a service desk vision statement is to provide a
longer term view of what the service desk wants to become.
• The objectives includes:
• Promote the image of the service desk
• Ensure that all staff understand the vision and that they
consistently work towards achieving it
• Encourage staff to develop skills that support the vision
9
10. Mission Statement - Purpose
• The purpose of having a service desk mission statement is to define
the service desk’s reason for existing clearly and simply.
• It should be regularly reviewed to ensure that it demonstrates
commitment to the organization’s vision and is aligned with its
business goals.
• It should be supported by appropriate critical success factors and
key performance indicators.
10
11. Mission Statement - Content
• A purpose statement - what the service desk is aiming to achieve
(what you want to do and why)
• Underpinning objectives - the business practices required to
achieve the mission
• The expected standard of performance
11
12. Mission Statement - Objectives
• Identify the purpose and role of the service desk
• Align support goals with the organization's goals
• Inspire commitment and buy-in to the Service Desk
The mission statement provides an instrument for both measuring
progress and moving ahead
12
14. Best Practices - Good Practice Vs Best
Practice
• Good practice
• Best practice
14
15. Best Practices - Business Standards, Best
Practices and Methodologies Relevant to the
Service Desk
• Formal standards
• Formal IT governance and audit assessment
• Industry good and best practice
• Methodologies relevant to service management
• Formal business best practice quality models
15
16. Best Practices - Formal standards
• ISO/IEC 20000 - IT Service Management
• ISO 9000 - Quality Management Systems
• ISO/IEC 27001 - Security Management Systems
• ISO/IEC 15504 - IT Process Assessment
• ISO 14000 - Environmental Management
• ISO 22301 - Business Continuity Management
• IT4IT Reference Architecture - an operating model to manage the
business of IT
16
17. Best Practices - Formal IT Governance and
Audit Assessment Standards
• COBIT® - The Control Objectives for Information and Related
Technology
• ISO/IEC 38500 - Corporate governance of information technology
• SDI® Service Desk Certification (SDC)
17
18. Best Practices - Industry Good/Best Practice
Models & Methods
• CMMI - Capability Maturity Model Integration
• SFIA - Skills Framework for the Information Age
• Agile - software development methods
18
19. Best Practices - Purpose of Following a Formal
Industry Standard or Good/Best Practice
• Meet IT governance
• Meet industry-sector regulatory requirements
• Demonstrate compliance by providing appropriate supporting
evidence
19
20. Best Practices - Benefit of Following a Formal
Industry Standard or Good/Best Practice (1)
• Increased consistency and accountability
• Improved governance
• Reduced business risk
• Greater control of IT infrastructure
• Areas for improvement are identified
• Improved efficiency
• Costs are maintained and managed effectively
• Increased employee morale
• Increased customer satisfaction
20
21. Best Practices - Benefit of Following a Formal
Industry Standard or Good/Best Practice (2)
• Commitment to quality is demonstrated
• Improvement development time is reduced by using proven
processes and approaches
• Achieving certification demonstrates tangible evidence of following
best practice
21
23. Global Service Desk Perspective - A Global
Perspective
• Different time-zones
• Language support
• Cultural differences
• Differences in working methods
• Services alignment
• Local currency
• Public holidays
• Legal requirements and local governance
23
25. Service Ethics - Code of Conduct
• The purpose
• Working with a code of conduct
25
26. Service Ethics - Honouring Commitments
This has a positive effect on:
• Customer experience
• Customer satisfaction
• Trust
• Credibility
• Employee morale
• Accountability
26
27. Service Ethics - Meeting Expectations
Customers expect:
• Issues to be resolved
• The service desk to be in control
• Their expectations to be managed professionally
• To be kept informed
27
29. Social Responsibility
• Power saving initiatives
• Recycling
• Environmental and recycling compliance
• Following health and safety guidelines
• Community and charitable projects
• Using green products
29
31. Service Desk and Support Manager - Skills &
Competencies (1)
The service desk and support manager needs:
• People management and team building skills
• Strategic planning capability (direction-setting)
• Tactical planning capability (short term activities)
• Demonstrable knowledge of relevant industry standards
• Demonstrable knowledge of service management best practices
• Excellent communication and influencing skills
• Marketing and selling ability
31
32. Service Desk and Support Manager - Skills &
Competencies (2)
The service desk and support manager needs:
• An understanding of IT and IT service management
• An understanding of the customer's business
• To question what is done and why in order to drive continual
service improvement programmes
• Coaching skills
• Time management skills
• The ability to lead by example
32
33. Service Desk and Support Manager - Routine
Responsibilities
• Achieving service and support targets
• Promoting the service desk to customers base and to the IT
organization
• Promote the service desk and service processes
• Staff welfare, development and training
• Reporting and performance reviews
• Ensure that processes and procedures used by the service desk are
documented, regularly audited and continually improved
• Promoting the service desk as a core business asset to senior
management
• Stakeholder management
• Being aware of the costs of running a desk
33
34. Service Desk and Support Manager - Strategic
Responsibilities
• Define and implement service desk strategies that support the
organisation’s business strategy
• Understand desired/expected the role of the service desk in
supporting the organisation’s strategic plans
• Recognise the service desk activities required to support the
organisation’s strategic plans
• Communicate the relationship between the IT service desk and the
strategic plans of the organisation
34
35. Processes and Procedures - Importance of
Documentation Processes & Procedures
Processes must be documented and followed the ensure delivery of
consistent, effective and efficient service.
• Ensures consistent, effective and efficient service
• Creates a productive and self-sufficient environment
• Makes the induction process easier
• Allows others to perform tasks when person responsible for the role is
unavailable
• Encourages adherence to processes and procedures
• Builds analysts’ confidence for professional call management
35
37. Business Knowledge - Business & IT
Integration
To use Information Technology Service Management (ITSM) processes
and approaches to support the integration of IT services with business
requirements.
37
38. Business Knowledge - Strategic Awareness
• Be able to articulate the strategic goals, objectives and key business
processes of the organization being supported
• Know how and where to acquire knowledge of the organization’s
strategic plans
• Interpret the intention of the strategic plans of the organization
and apply them to the service desk
• Know how IT services contribute to meeting the organization’s
goals
38
39. Business Knowledge - Participation to
Strategic Decisions
• Take a proactive approach to developing and supporting strategic
initiatives
• Participate in management decision making
• Demonstrate sound business vision, insight and judgment
• Find and developing new business opportunities
39
41. Strategic Development - Strategic Alignment
(1)
• Develop service desk goals and objectives that support business
and IT goals
• Network with people within the organization
• Build close relationships with second and third-line support
• Undertake forward planning/brainstorming sessions with your
team
• Undertake an assessment, or current state analysis (CSA) of the
service desk
41
42. Strategic Development - Strategic Alignment
(2)
• Communicate vision and strategy on an ongoing basis and request
feedback
• Research all available media to obtain strategic management
guidance
• Communicate how the service desk assists the organization to meet
its business objectives
42
43. Strategic Development - Obtain Support &
Remove Barriers
• Ensure objectives are presented in the appropriate context and
language
• Obtain tangible, ongoing and practical management and inter-
departmental support
• Ensure that projects have formal status
• Develop messages that address the concerns of stakeholders to
demonstrate understanding
• Develop a structured approach to communication in order to verify
the approach, the clarity and common understanding
• Identify and communicate business and operational benefits
43
44. Strategic Development - Obtain Board
Approval
• Present issues, options, recommendations for action, costs and
benefits to the appropriate senior audience
• Perform a risk analysis
• Develop a business case for the proposed option
• Develop a resources and time plan
• Canvass for ideas with key stakeholders
• Develop alternative plans and options
44
45. Strategic Development - Commercial
Management
• Develop and maintain the service desk and the supporting
processes and procedures
• Communicate clear deliverables and influence expectations
• Adhere to agreed service levels
• Produce regular progress reports
• Balance costs, performance and quality
• Manage the professional development of service desk staff
45
46. Strategic Development - Commercial
Management
• Define strict timelines and budgets
• Determine the impact of proposed services on the success of the
organisation
• Promote service desk services
• Seek stakeholder input to and acceptance of new services
46
48. Financial Management - Objectives
• The financial management of IT services
• Plan for the future
• Manage the cost of providing IT services
• Align IT service costs to business processes
• Support the customer and the business by delivering value for
money
• Identify and manage the cost of the IT role in assisting the
organisation achieve its objectives
48
49. Financial Management - Activities
• Accounting
• Budgeting
• Charging (billing)
• ROI
• Unit Cost
49
50. Financial Management - Return on
Investment (ROI)
ROI - You are expected to understand what this is and how to use it
• Used to justify money spent
• Calculates the time required to recoup outlay
• Measures the value of money spent
• Enables assessment of cost and benefits
50
51. Financial Management - Business Case
• A business case is a justification for a proposed project or
undertaking on the basis of its expected commercial benefit.
51
52. Financial Management - Producing A Business
Case
• Identify tangible and intangible benefits
• Develop options and recommendations with associated benefits
• Identify risks associated with your options/recommendations
• State your assumptions
• Identify productivity improvements
• Identify incremental revenue
• Produce an ROI report
• And finally …
Proof read to confirm accuracy before presenting
52
54. Organisational Change Management -
Purpose
• To adapt to changes in an organisation’s structure in a co-ordinated
and project-based manner
• Manage changes effectively, with minimal risk and interruptions
54
55. Organisational Change Management -
Benefits
• Improves the organization’s performance
• Manages risk
• Involves stakeholders in developing plans and gains their buy-in to
new plans
• Reduces the adverse impact of changes
• Assists with planning and optimizing resources
55
56. Organisational Change Management - Key
Elements
• Awareness and issue clarification
• Business case development and planning
• Operational planning
• Structured communications
• Project management and governance
• Implementation and review
• Ensuring employee fairness and consistency
• Complying with legal, financial and human resource requirements
• Protecting and promoting industrial relations
56
58. Project Management – Elements (1)
• Time management
• Project is scoped and planned
• Define the objectives
• Determine and document success criteria
• Manage risks and costs
• Identify, control and manage project milestones
• Manage resources
• Achieve project deliverables
• Communication and expectation management
58
59. Project Management – Elements (2)
• Close the project
• Review successes and lessons learned
• Ensure a continual improvement focus
59
60. Project Management – Project Plans
Characteristics (1)
• Resources and activities are identified and coordinated
• Stakeholders are identified
• Sponsorship at senior level
• Defined communication plan
• Milestones and deliverables identified
• Roles and responsibilities defined
• Costs estimated ,budgeted for and tracked
• Adequate time allocated for activities
• Documented meeting and review schedule
• Quality requirements defined and documented
60
61. Project Management – Project Plans
Characteristics (2)
• Impact of dependencies understood and documented
• Risk factors are identified and mitigated
• The correct product or service is delivered on time and in budget
61
63. Module 7 – Objectives (2)
During this lesson we will:
• Explain how to prepare written communications
• Identify requirements for preparing an effective presentation
• Identify considerations for developing a presentation
• Identify considerations when using on-line collaborative
conferencing services
• Identify techniques for engaging the audience
63
65. Communication Skills - Competencies
• Communicate the service desk’s goals, objectives and how they
align with IT and the organization’s objectives
• Provide consistent and constructive feedback to their team(s)
• Emphasize the need for results
• Demonstrate and expressing your confidence in your team
• Demonstrate to your team how progress is monitored and
benchmarked and corrected
• Be able to say ‘No’
• Sell the team’s successes
• Sharing key management reports with your team
• Work to include the service desk as a key component in roll-outs
65
66. Communication Skills - Channels of
Communication
Appropriate channels to use:
• Peer-group meetings
• Target-group meetings
• Mass meetings
• Email
• Telephone
• Social networking
• Digital channels
66
67. Communication Skills - Effective Communication
Plans
• Determine the timing and frequency
• Decide on the most effective channel to use
• Adopt the simplest and most effective method to update the plan
• Nominate an owner
67
68. Communication Skills - Purpose of Conducting
Meetings
Types of meetings:
• Planning
• Information distribution
• Information gathering
• Combination of above
• Team performance reviews and areas identified for
improvement
• Disciplinary meeting
68
69. Communication Skills – Meeting Methods
• In person
• Audio/telephone
• Video
• Digital; for example internet, webcasts, hangouts, video chat
69
70. Communication Skills - Successful Meetings
Characteristics
• Adequate notice is given
• Chairperson appointed - manages the agenda
• Agenda is published
• Conformance to the agenda is managed by the chairperson
• Objective defined
• Participants, time and location identified
• Expectations of participants identified
• Start and finish on time
• Participants actively contribute
• Meeting accomplishments, open items and assigned action items
and deadlines are documented and published in a timely manner
• Participants time constraints are recognised
70
71. Communication Skills - Written Communication
• Understand the purpose and audience
• Understand the recipients objectives
• Collect, organise and analyse all data
• Write concisely
• Use appropriate language
71
72. Communication Skills - Effective Presentations
(1)
Key requirements:
• Identify who, what, why, how, where and when
• Consider the needs of the audience
• Provide supporting documentation if required
• Consider using virtual tools
• Work to the three stages of a presentation
• Introduction
• Main body
• Summary
• Clearly express key points
• Use appropriate terminology
72
73. Communication Skills - Effective Presentations
(2)
• Review and practise in advance
• Be aware of cultural differences
• Identify what techniques are appropriate for the audience
• Plan to obtain feedback
• Be aware of your body language
73
74. Communication Skills - Effective Presentations
Considerations
• The message and style of the presentation
• Corporate styling and branding
• The colour of the font and the background
• The font type and size
• The number of items and amount of text on each slide
• The time available
• Position of audio visual equipment
• Welfare requirements of the audience
74
75. Communication Skills - Online Collaborative
Conferencing Services Considerations
• Style and content
• Body language
• Absence of eye-to-eye contact
• Timing and managing of breaks
• How to check for agreement and obtain feedback
75
76. Communication Skills - Engage Your Audience
• Ask questions designed to elicit participation
• Give the audience a tangible vision of your ideas
• Use real life experiences and anecdotes
• Do not rely only on slides
• Use graphics and colours rather than lists and bullets
76
78. Listening Skills - Behaviors that Demonstrate
Effective Listening Skills (1)
Face-to-face:
• Stop what you are doing and turn your body towards the
person
• Use eye contact if appropriate for your culture
• Adopt a suitable posture
• Paraphrase and question to verify understanding
• Take notes to summarize information received and given but do
not write constantly
78
79. Listening Skills - Behaviors that Demonstrate
Effective Listening Skills (2)
On the phone:
• Make appropriate verbal responses
• Question to clarify
• Paraphrase to verify understanding
• Avoid interrupting inappropriately
• Focus on the person talking
• Take notes to summarize information received and given but do
not write constantly
79
81. Information Gathering Methods - 3 Methods
• One-way
• Customers provide information without being prompted
• Out-of-hours requests
• Voice mail, e-mail, fax
• Structured
• Common, ordered and repetitive types of requests and issues
• Pre-defined format and sequence; for example, web or portal
access using pre-defined entry forms
• Unstructured
• Free-form questions are asked
81
83. Negotiation Skills - Successful
Negotiation Requirements
• Seek a win-win solution
• Establish the underlying need
• Separate the person from the problem
• Acknowledge the benefit of the other person’s idea, from their
perspective
• Discuss each other’s perceptions
• Solicit participation from all stakeholders
• Set objective criteria to measure results
• Recognize that different personality types, emotions and
motivations of participants exist and know how to address them
83
84. Negotiation Skills - A Good
Negotiator Characteristics (1)
• Develops well-planned and realistic commitments
• Is prepared to present a strong case for their chosen
position/argument
• Is flexible and willing to change their position
• Knows their limits/boundaries
• Solves problems
• Identifies relevant options from which to choose
• Explains concerns about each participant’s ideas
• Asks for examples and clarification when necessary
84
85. Negotiation Skills - A Good
Negotiator Characteristics (2)
• Focuses on requirements first, not how to get there
• Strives to understand differences from all points of view
• Does not blame anyone
• Follows through on commitments and communicates issues and
completions
• Is thought of as a good listener
85
87. Implementing Strategic Vision - Techniques
for Establishing Effective Relationships (1)
• Communicate the goals, projects, and objectives of the service
desk
• Focus on how to achieve the objectives
• Create a business case for significant projects along with their
critical success factors
• Understand the roles and responsibilities that each team has in
meeting IT service and business objectives
• Treat your colleagues in the IT organization as customers
87
88. Implementing Strategic Vision - Techniques
for Establishing Effective Relationships (2)
• Treat your service desk colleagues as you would like to be treated
• Involve stakeholders and feedback the value of their contribution
• Recognize the achievements of others
• Schedule regular meetings between key service desk staff and key
members of other teams
88
89. Implementing Strategic Vision - Formal &
Informal Networks to Accomplish Objectives
• Ensure that actions, which are likely to affect other departments
such as financial and staffing consequences for the organization,
are discussed with your manager or other knowledgeable managers
before any action is taken
• Identify the key stakeholders and obtain their buy-in to your
recommendations
• Understand the power of informal leaders and obtain their buy-in
to your recommendations
• Provide reports to demonstrate stakeholder contributions
89
90. Implementing Strategic Vision - Build Effective
Work Relationships
• Meet your commitments
• Ensure commitments are realistic and clearly understood
• Continually strive to improve your group
• Ensure mutual respect for all
• Respect the opinions of others
• Have open communication with team members
• Avoid hidden agendas
• Listen actively to others
• Show empathy
• Be accountable for your actions
• Take ownership
90
91. Implementing Strategic Vision - Contribute to
IT & business Objectives
• Advise senior management
• Provide suggestions
• Be involved in design, transition and service improvement
initiatives
• Gather and analyse data - communicate the results
• Participate in organisational initiatives and cross-functional teams
• Identify initiatives that contribute to the organisation’s success
91
92. Implementing Strategic Vision - Conduct
Assessments
• A necessary step when managing change and continual
improvement activities.
• Types of assessments
• SWOT
• CSA
• GAP analysis
• Benchmarking
• Outputs from assessments include
• Business case/cost benefit analysis
• Changes programmes and projects
92
94. Implementing Strategic Vision - GAP Analysis
• Identify the difference between what we are delivering and what
we should be delivering
• Develop a service improvement programme from the output
• What must be in place or must have happened so that the desired
state can exist?
94
96. Incident Management - Responsibility &
Objectives
Responsibility
• The incident management process is responsible for managing
the life-cycle of incidents.
Objectives
• Restore normal service operation as quickly as possible
• Minimise adverse impact on the business
• Ensure the best possible levels of service quality and availability
are maintained
96
97. Incident Management - Relationship With The
Service Desk
The service desk sits at the center of the incident management
process.
97
98. Incident Management - Service Desk’s
Responsibilities
• Provide a single point of contact (SPOC)
• Own incidents
• Resolve incidents at first point of contact
• Escalate incidents when required
• Facilitate fast resolutions
• Track, monitor and chase incident progress
• Provide timely status updates
• Provide service performance information
• Provide data for problem management
98
100. Incident Management – Activities (2)
• Resolution and recovery
• Owning and monitoring until closed
• Communication
• Closing
• Notify problem management of potential problems
• Tracking and reporting
100
101. Incident Management – Benefits (1)
• Incident impact on the business is reduced
• Improved staff utilisation
• Improved resolution times
• Consistency in categorising and prioritising
• System-wide view of incidents
• Incidents managed from beginning to end
• Points of failure identified
101
102. Incident Management – Benefits (2)
• Facilitates proactive communication
• Helps prevent future incidents
• Facilitates continual service improvement
• Assists in providing accurate management information
• Assists in identifying incident trends and workflows
102
104. Request Fulfilment - Service Request
A service request is a formal request from a customer for information,
advice, a standard change or for access to an IT service, for example,
to reset a password, or to provide standard IT services for a new
customer. Service requests are managed by the request fulfillment
process, usually in conjunction with the service desk. Service requests
may be linked to a request for change as part of fulfilling the request.
104
105. Request Fulfilment - Responsibility &
Objectives
Request fulfilment
• The process responsible for managing the lifecycle of all service
requests.
The objectives are:
• A channel for requesting a standard service with a pre-defined
approval and qualification process
• To provide information about availability of services and how to
obtain them
• To source and deliver the components of requested standard services
to assist with general information, complaints or comments
• Assist with general information, complaints or comments
105
107. Problem Management - Objectives
Problem management is the process responsible for managing
problems throughout their life-cycle.
Objectives
• To minimise the adverse impact of incidents and problems on
the business caused by errors in the IT infrastructure
• To prevent the recurrence of incidents related to those errors
• To minimise the impact of incidents that cannot be prevented
• To determine the root cause of incidents and initiate actions to
improve or correct the situation
107
108. Problem Management - Incident Vs Problem
Management
• Incident management strives to restore normal service operation
by resolving incidents as quickly as possible
• Problem management strives to find the underlying cause(s) of
incidents and eliminate them
108
109. Problem Management - Relationship With the
Service Desk
The service desk should not be responsible for problem management -
however, it should have close links with the process
109
110. Problem Management - Service Desk’s
Responsibilities
• Notifying problem management about recurring incidents with no
long term fix
• Ensuring incident information is accurately logged in order to assist
problem management to diagnose the underlying cause
• Working with technical teams when appropriate to diagnose
problems
• Using knowledge base entries (known errors) for fast resolution of
recurring or routine incidents
110
111. Problem Management - Reactive & Proactive
• Reactive Problem Management is concerned with solving
problems in response to one or more incidents
• Proactive Problem Management's objective is to identify problems
that might otherwise be missed
111
112. Problem Management - Benefits
• Optimized quality of IT services
• Increased availability of IT services
• Reduced down-time
• Enhanced reputation of IT
• Reduced volume of incidents
• Improved business and IT productivity
• Reduced time to resolution
• Increased first contact resolutions
• Moves from reactive to proactive
• Contributes to continual service improvement
112
114. IT Change Management
IT change management is the process responsible for managing
changes throughout their life-cycle.
114
115. IT Change Management - Objectives
• Enable beneficial, approved changes to be made with minimum
disruption to IT Services
• Control changes to the infrastructure and all IT services
• Create and maintain a change schedule
• To ensure all changes are tested, planned, scheduled, coordinated
and communicated
• Identify what resources are required and when; the cost, risk and
impact
• Minimize business risk
115
116. IT Change Management - Service Desk’s
Responsibilities
• Log changes as requested
• Participate in risk assessment as requested
• Keep aware of when changes are scheduled to identify if they may
be the cause of incidents
• Escalates incidents that may be caused by changes
• Halt changes that might negatively impact service delivery
• Communicate planned system downtime and interruptions to
customers
116
117. IT Change Management - Benefits
• Improved stability and availability of services
• Minimized disruption of the business environment
• Unauthorized changes prevented
• Visibility and communication of changes increased
117
119. Release & Deployment Management -
Responsibilities & Objectives
Responsibilities
• The successful roll-out of new or changed services, hardware,
software, related documentation or process, that may affect the
delivery of underpinning IT services
• Early life support
Objectives
• Ensure changes are traceable and secure
• Ensure only correct, authorised and tested versions are installed
• Agree a roll-out plan with change management
• Ensure that the service desk is involved in the roll-out plan
119
120. Release & Deployment Management - Service
Desk Responsibilities
• Work with development teams to ensure that the service can be
properly supported
• Support the launch process with flexible levels of support
• Provide suitable formats and templates to ensure that information
is provided in an appropriate form
• Participate in customer communication and expectation
management during roll-outs
120
121. Release & Deployment Management -
Benefits
• Increased success rate in the release of applications and improved
quality of service delivered to the business
• Minimised disruption of service to the business
• Minimised regression-testing requirements
• Robust system implementation reduces the support burden on the
service desk
• An audit trail of released service is maintained
121
123. SACM - Responsibilities & Objectives
Responsibilities
• To ensure that service assets are properly controlled
• That information about assets is accurate and available when
and where it is needed
Objectives
• Account for, manage and protect the integrity of CIs
• To ensure only authorised components are used authorised
changes are made
• Minimise quality and compliance issues
• Maintain accurate configuration information
123
124. SACM - Service Desk Responsibilities
• To use information contained in the configuration management
system to aid fast and accurate incident logging
• To update configuration information to support accurate incident
diagnosis
• To notify the person responsible for the SACM process of any
discrepancies based on information received during incident
logging so that a permanent change can be made
124
125. SACM - Benefits
• Services, assets, resources and processes are properly managed
and maintained (what, where, who, how many and how much)
• Relationships and dependencies between physical assets,
components, software and services within an organization are
maintained to produce an intelligent, integrated inventory
125
127. Knowledge Management - Responsibilities &
Objectives
Responsibilities
Knowledge management is the process responsible for gathering,
analyzing, storing and sharing knowledge and information.
Objectives
• Improve efficiency by reducing the need to rediscover knowledge
• Generate value from its intellectual and knowledge-based assets
127
128. Knowledge Management – Explicit, Tacit &
Intuitive Knowledge
Intellectual and knowledge-based assets fall into one of three
categories :
Explicit
• Anything that can be documented, archived or codified
Tacit
• The know-how contained in people’s heads
Intuitive
• predicts the probability of the success of several relevant
knowledge resolution solutions
128
129. Knowledge Management - Service Desk
Responsibilities
• To use all information and resolution data available to effect a high
first contact resolution rate
• To feedback on the relative value of knowledge items and other
available information
• To provide templates for the optimum format needed for first time
fixes
• To lead by example and encourage wider use of knowledge
management
129
130. Knowledge Management – Knowledge Base
A knowledge base comprises a set of tools and databases that are
used to manage, update and present the knowledge and information
that an IT service provider needs to manage the full life-cycle of IT
services.
130
131. Knowledge Management - Characteristics
Required of an Effective Knowledge
Management System
• Contemporary
• Concise
• Accessible
• Trustworthy
• Integrated with other tools and systems
• Owned and managed
131
132. Knowledge Management – Benefits
• Enables service desk staff and customers to work more effectively
and efficiently
• Reduces training time for new staff
• Helps to provide a more professional view to the business
• Solves a problem once and uses the solution many times
• Allows for incremental solution building
• Sharing knowledge builds rapport and establishes credibility
• Facilitates more effective support processes
• Reduces costs for the organization
• Ensures that knowledge is consistent and complete
• Reduces the number of escalated incidents
132
133. Knowledge Management – Steps to Develop
& Maintain Knowledge
• Define templates and layouts for knowledge articles
• Capture tacit knowledge
• Review and evaluate information and solutions to improve
accuracy and ensure conformity to standards
• Store information in a structured, centralized repository
• Ensure content is searchable
• Make the content available when and where it’s needed
133
135. Information Security & Access Management -
Responsibilities
• Information security management is the process responsible for
ensuring the confidentiality, integrity and availability of an
organization's assets, information, data and IT services.
• It forms part of the organization's overarching security
management process which includes areas such as access to data,
buildings and telephone calls for the entire organization.
• Access management is the process responsible for the operational
actioning of the policies defined in information security
management.
135
136. Information Security & Access Management -
Objectives
• Reduce and minimize business risk
• Ensure IT service continuity for the business
• Meet SLA security requirements
• Meet security requirements of underpinning contracts, legislation
and security policies
• Maintain regulatory and compliance evidence
• Provide basic data security
• Ensure IT operates adequate and proportionate security controls
136
137. Information Security & Access Management -
Service Desk Responsibilities
• Confirm identification of customers
• Provide fast resolution to access incidents as appropriate
• Follow all relevant IT security policies
• Ensure that good and consistent advice on the proper use of
security and IT policies is given
• Quickly escalate any incidents or issues where security may be
compromised
137
138. Information Security & Access Management -
Potential Security Threats
• Phishing
• Vshing
• Social engineering
• Malicious software
• Bogus callers
• Identity fraud
• Manipulation
• Scam mail
• Fraudulent gathering of information
138
139. Information Security & Access Management -
Benefits
• A clear and unambiguous security policy is available for everyone to
follow
• Personal and organizational data is protected
• The risk of physical security breaches is minimized
• The business has an appreciation of the resources and costs
required to ensure the security of information, thus enabling a
better understanding of the risks and vulnerabilities
139
141. IT Service Continuity Management -
Responsibilities
• To manage risks that could seriously impact IT services
• To ensure that the service provider can deliver the required
minimum agreed service levels
• Business continuity management is supported by the ITSCM
process
141
142. IT Service Continuity Management -
Objectives
• Maintain critical customer services with minimal disruptions
• Eliminate single points of failure
• Provide both short and long-term continuity options
• Plan for and maintain infrastructure resources deemed critical to
survival of the business
142
143. IT Service Continuity Management - Service
Desk Responsibilities (1)
• Participates in development of a business continuity plan
• Assists in developing service desk disaster recovery plan
• Nominate a process owner to be responsible and accountable for
the plan
• Collaborate with other service continuity plan owners to ensure
that the service desk plan integrates with the wider plan
• Provide support to regularly test, review and amend the plan to
ensure that it continues to be fit for purpose
• Identify the critical service desk activities and software/ hardware
applications, including SMS, and ACD telephony/email services
143
144. IT Service Continuity Management - Service
Desk Responsibilities (2)
• Encourage IT teams to contribute resolutions to the service desk in
order to reduce single-point-of-failure issues
• Provide an up-to-date service desk staff contact list
• Provide details of a secondary service desk facility or home-working
arrangements and any special transport measures
• Provide details of where to find to hard copy of key service desk
and support processes and procedures
144
145. IT Service Continuity Management - Benefits
• Improved risk management
• Decrease in potential lost revenue
• Potential lower insurance premiums
• Meeting regulatory requirements
• Effective recovery of business services and systems following a
major outage or disaster
145
147. Service Level Management - Responsibilities
Service level management is an approach for optimizing and providing
cost effective delivery and support of IT services aligned to business
requirements.
147
148. Service Level Management - Objectives
• Ensure that all IT service management processes, SLAs, OLAs and
UCs are appropriate for the agreed service level targets
• Negotiate service level agreements (SLAs) and operational level
agreements (OLAs)
• Link with supplier management to ensure underpinning contracts
support agreed service level targets defined in SLAs
• Define, document, agree, monitor, measure, report and review IT
service levels
• Hold regular customer reviews
148
149. Service Level Management - Service Desk
Responsibilities
• Delivers services in accordance with agreed SLAs
• Encourages and supports other IT areas in the observation of and
following of SLA and OLA requirements
• Reviews performance and identifies areas for improvement
• Participates in the service reporting process
149
150. Service Level Management - Components
• Service level requirements (SLRs)
• Service catalogue (SC)
• Service improvement programme (SIPs)
• Service level agreements (SLAs)
• Operational level agreements (OLAs)
• Underpinning contracts (UCs)
• Service level contract (SLC)
• Service level reviews and reports
150
151. Service Level Management - Principal
Activities
• Design SLA frameworks
• Determine, document and agree service level requirements
• Scope, review and revise OLAs and UCs
• Negotiate, agree and document SLAs
• Monitor services against SLAs
• Measure and improve customer satisfaction
• Produce service reports
• Conduct service reviews and instigate improvements
• Develop contacts and relationships
• Handle complaints and compliments
151
152. Service Level Management - Service Level
Agreement (SLA)
The purpose of a service level agreement is to document the service
targets agreed between the customer and the service provider in
order to ensure that both parties understand their responsibilities.
A service level agreement is not a legally binding contract but may
form part of a service deliverables schedule attached to an
underpinning contract.
152
153. Service Level Management - Service Level
Agreement (SLA)
An SLA sets the expectations of both customer and service provider,
minimising conflicts and improving satisfaction
153
154. Service Level Management – SLA Typical
Content
• The types and quality of services provided
• The level of services
• Maintenance schedules
• Charging/costs
• The methods used for measuring and reporting compliance with
the agreement
• The process for dealing with conflicts
• The period between agreed formal SLA reviews
154
155. Service Level Management - Operational
Level Agreement (OLA)
An OLA is an are documented agreements between internal service
providers that define responsibilities, roles and expectations of each
team needed to meet an SLA.
• It supports the IT service provider's delivery of services to
customers
• It defines goods or services to be provided and the
responsibilities of both parties
155
156. Service Level Management - Underpinning
Contract (UC)
• An underpinning contract are legally defined and binding contracts
made with external suppliers who provide elements of the IT
support service - typically negotiated in conjunction with supplier
management.
• It details the service deliverables and their overriding performance
criteria.
156
157. Service Level Management - Benefits
• Customers agree priorities and costs
• Expectations of both sides are set
• Minimised conflict builds trust and satisfaction
• Increased customer loyalty
• Improved relationships
• Defined and measured IT success metrics
• Allows for proactive planning
• Customers buy-in to the plan
• Aids resource planning
157
159. Quality - Definitions
• BSI definition:
Fit for the purpose for which something is intended
• OED definition:
A degree or standard of excellence
159
160. Quality Assurance Programs - Purpose
The purpose of a quality assurance programme is to develop and
maintain appropriate improvements in the quality of the services
provided.
160
161. Quality Assurance Programs - Objectives
• To document on-going IT service quality programmes
• To agree the quality initiatives used as part of IT service delivery
with customers
• To continually improve the quality and cost effectiveness of IT
services
• To address IT service performance failures
• To produce options and recommendations for improvement and
implement and review them
161
164. Quality Assurance Programs - Customer
Feedback
• Purpose
• Opportunities for obtaining feedback
• Responding to feedback
164
165. Quality Assurance Programs – Customer
Satisfaction Surveys (Purpose)
To determine customer perception of the products and services that
the IT organization and the service desk deliver, and to determine
whether they are meeting customer expectations.
165
166. Quality Assurance Programs – Customer
Satisfaction Surveys (Objectives)
• Find out what customers think is important
• Identify areas for improvement
• Benchmark and trend customer satisfaction
• Assist in development of new services and products based on
customer needs
• Validate the effect of improvements
166
168. Quality Assurance Programs - Benchmarking
• The role it plays in the service desk environment
• Considerations to be aware of
• Benefits of benchmarking
168
169. Quality Assurance Programs - Monitoring
Interactions
• Interaction monitoring means to monitor all communications with
the service desk from all communications channels used.
• Examples
• Regular reviews of incident and service request logs
• Regular reviews of the audit trails of all communication channels
used
169
170. Quality Assurance Programs - Incident and
Service Request Monitoring (Benefits)
An important activity for the service desk
• Provides a seamless end-to-end incident and service request
management procedure
• Provides quality and service assurance
• Allows the service desk to proactively address situations
• Analyst reviews help self-improvement
• Identifies opportunities for improvement
• Identifies training needs
170
171. Quality Assurance Programs - Incident and
Service Request Monitoring (Methods)
• Review documentation for completeness and accuracy
• Conduct on-line reviews with the analysts
• Follow-up calls
• Customer satisfaction surveys
• Incident/service request tracking
• SLA tracking
• Automatic ITSM system escalation
171
172. Quality Assurance Programs - Call Monitoring
(Benefits)
• Ensures call handling procedure is followed
• Provides feedback to staff about performance
• Identifies strengths and weaknesses
• Provides coaching opportunities
• Verifies consistency in call management
• Identifies areas where procedures
• do not meet expectations
• are not being followed
• Identifies opportunities for improvement
• Improves the quality of service
• Identifies training opportunities
172
173. Quality Assurance Programs - Call Monitoring
(Methods)
• Live service observation
• Remote service observation
• Call recording and evaluation
• Follow-up calls
• Customer satisfaction surveys
173
175. Retention - Creating a Positive Environment
• Treat everyone with respect
• Recognize team and individual accomplishments
• Communicate team goals and successes
• Communicate and celebrate success
• Offer a competitive benefits package
• Involve employees in decision making
• Seek feedback
• Create learning opportunities
• Create a sense of belonging
• Share information
• Consider offering flexible work schedules
175
176. Retention - Achieving Long-term Relationships
• Treat team members with respect
• Treat all staff fairly
• Review your team structure
• Provide opportunities for analysts to use a variety of skills
• Delegate authority for decision making
• Be consistent
• Be supportive in order to facilitate optimum performance
• Evaluate and develop the performance of team members
• Build a skills matrix of staff with their target and actual skills levels in
order to develop a training plan
• Provide career and personal development opportunities
• Encourage feedback and new ideas from staff
176
177. Retention - Addressing Performance Issues
• Ensure the policies are followed
• Handle issues in a timely manner
• Be specific and not general in your discussions
• Discuss the causes of the problem before the solution
• Keep your focus on the specific issue/ behavior
• Explain the importance of changing to them and to the team
• Discuss potential growth opportunities
• Focus on changing the behavior rather than the person
• Communicate the desired outcome of the change in behavior
• Document follow-up actions
177
178. Retention - Measuring Employee Satisfaction
• Structured feedback mechanisms
• Regular ‘one-to-ones’ with staff and managers
• Feedback from team discussions
• Informal and social interaction
• Observing changes in teams and individuals’ performance
• Staff morale a regular item at management meetings
• Regular reviews of absenteeism data
• Exit interviews
178
180. Leadership – Characteristics (1)
• Set Recognise the difference between leadership and management
• Define and communicate the vision and strategic direction to staff
• Create an environment in which staff feel confident to make decisions
and take ownership
• Lead by example
• Delegate appropriately
• Display trust
• Share information appropriately
• Maintain a positive perspective
• Inspire service desk staff to undertake activities to achieve success
• Motivate and mentor
• Encourage participation
180
181. Leadership – Characteristics (2)
• Discourage one person from dominating the team
• Provide effective incentives
• Delegate effectively
• Encourage creativity and initiative in others
• Practice and encourage fairness
• Make decisions, even when they might be unpopular
• Execute plans successfully
• Demand more from themselves than from others
• Practice and encourage continual personal development
• Assess and work with differing needs and abilities of their staff
• Demonstrate effective, clear and concise communication skills
181
182. Leadership – Motivation
Is an internal desire or urge that causes people to do things
Leadership and motivation:
“Leadership is the ability to get a person to do what you want, when
you want it done, in a way you want it done, because the person
wants to do it”
Dwight D Eisenhower
182
183. Leadership – Benefits of Motivation
• Encourages innovation
• Inspires people to achieve new visions
• Inspires delivery of consistent, high-quality service
• Encourages commitment to the aspirations of the service desk
• Increases staff retention
• Improves staff development and direction
183
184. Leadership – Improving Performance
• Review and analyse past successes
• Implement continual improvement programmes
• Develop programmes that reward initiative
• Test staff on what is required to fulfil their role
• Set challenging but achievable goals
• Benchmark with best practice and other service desks
184
185. Leadership – Reward & Recognition
To recognise and reward staff:
• Highlight individual and team contributions
• Recognise in a manner meaningful to recipient
• Reinforce and recognise desired behaviours in a timely manner
• Have consistent, fair and equitable recognition and reward
programmes
• Work creatively within the organisations guidelines
185
186. Leadership – Providing Direction & Focus
• Create a communication hub
• Empathise
• Use your presence to help provide clarity
• Create an environment in which team members experience a sense
of continuity and control
186
188. Professional Development - Assessment
Methods
• Skills gap analysis
• Position profiling
• One to Ones
• Individual assessment (appraisal)
• SWOT analysis
• Informal feedback from other individuals or teams
• 360 degree or peer assessment
188
189. Professional Development - Staff
Development Methods
• On-the-job, computer-based and instructor-led training
• Virtual training
• Provide staff with access to formal and informal training resources
• Coaching
• Mentoring
• Secondment to other teams/departments
• Continual improvement program
• The achievement of relevant industry qualifications
• Attending relevant conferences and seminars
189
190. Professional Development - Maintain &
Enhance Personal Development
• Create a personal network of advisers with whom you can share
problems and concerns
• Concentrate on common goals during times of disagreement
• Take on projects that are outside your comfort zone
• Read management/motivation books and industry publications
• Join and participate in professional organizations
• Attending relevant conferences and seminars
190
192. Coaching
A process of learning and developing
• Specific, short-term objectives and
• Develop potential or change behavior
• Help establish individual performance goals
• Help define the current position in relation to goals
• Identify the opportunities to achieve the goals
• Establish the will to undertake the required actions to achieve
the goals
192
193. Coaching - Benefits
• Improved professionalism and morale
• Improved customer service quality
• Helps the team to grow and excel
• Focus on skills and competencies increases productivity
193
194. Coaching - Preparation
• Assess the person’s abilities, competencies and level of
commitment
• Define the intended goal and any issues
• Determine your coaching plan
194
195. Coaching - Process
• Create an environment of trust
• Communicate the reason for mentoring
• Begin a dialogue on ways to improve or excel
• Listen with empathy
• Encourage participation
• Test understanding
• Use their suggestions whenever possible
• Agree on an action plan
• Schedule a follow-up meeting
195
196. Coaching - Effective Coach
• Takes the time to learn about their colleagues’:
• Career goals
• Strengths and weaknesses
• Career timetable
• Opinion of own competency and ability
• Recognizes the difference between coach, trainer and manager
• Resists forcing the competence required by imposing their values on
the coachee
• Allows the coachee to arrive at conclusions the coach already knows
• Creates an action plan with each individual
• Follows up to discuss progress and help fulfill the coachee’s potential
196
198. Mentoring
Mentoring is a long term approach, taking into account all aspects of
an individual’s work and personal aspirations.
A mentor
• A more experienced person who understands your role provides
the benefits of their knowledge and experience
• They may act as role model, guide, tutor, confidante, supporter
or friend
198
199. Mentoring - Benefits
• People learn more quickly
• It strengthens self-development
• It helps for the immediate challenges of the mentee
• It develops inter-personal skills
• It helps people cope with their role
• Offers a safe environment for discussion and advice
199
200. Mentoring – Benefits of Peer Mentoring
(Buddying)
• Builds a sense of community
• Reduces time to reach competency and simplifies team integration
• Increases trust and respect
• Supports colleagues in their professional development and growth
• Facilitates mutual learning
• Provides functional cross-training
• Maintains a good balance of skills
• Simplifies team integration
• Improves performance, leads to increased productivity by focusing
on skills and competencies at a personal level
200
202. Stress Management
Stress is a state of mental or emotional strain resulting from adverse
or demanding circumstances and can affect both your body and your
mind.
Stress is natural and can have either a positive or negative impact.
202
203. Physical such as:
• Negative
• Increased respiration and perspiration
• Redness of face
• Anxious behavior
• Changes in appearance
• Vulnerability to illness
• Positive
• Smiling faces
• Friendly chat
203
Stress Management - Signs of Positive &
Negative Stress (1)
204. Psychological such as:
• Negative
• Inability to concentrate
• Over reaction
• Mood swings
• Short tempered or irritable
• Extremely negative or sarcastic / cynical attitude
• Positive
• Energy
• Enthusiasm
204
Stress Management - Signs of Positive &
Negative Stress (2)
205. • Change
• Too much work for available resources
• Not enough time or ineffective use of time
• Lack of skills, knowledge or appropriate training
• Ineffective management
• Money
• Lack of self-confidence
• Insufficient rest
205
Stress Management - Common Causes of
Stress
206. • Prioritize and organize your work
• Identify sources of stress
• Identify the signs of stress in yourself and others
• Share your concerns
• Accept what you cannot change
• Ensure adequate breaks are taken
• Make time for fun and relaxation
• Maintain a healthy work-life balance
• Engage in diverse activities outside work
206
Stress Management - Techniques for
Managing Stress
207. • Motivation and energy
• Increased productivity
• Optimized performance levels
• Increased drive to get work done
207
Stress Management - Positive Effects of
Stress
