Better Days Thru Better Ways

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Ever had one of “those days” where you left the office two hours after quitting time and still had not checked one thing off your Task List for the day? We all have. Come discover how you can begin your journey to “Better Days thru Better Ways.” Presented at HDI Orange County by Donna Holt on 4/7/2010.

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Better Days Thru Better Ways

  1. 1. Better Days thru Better Ways Presented by The Donna Certified ITIL V3 Expert
  2. 2. A Typical Day at the Service Desk
  3. 3. The Customer Experience <ul><li>10:03 – 10:07AM – First call from Mr. Smith </li></ul>
  4. 4. The Customer Experience <ul><li>10:03 – 10:07AM – First call from Mr. Smith </li></ul><ul><li>11:55 – Noon – Follow Up with Tom Jones </li></ul>
  5. 5. The Customer Experience <ul><li>10:03 – 10:07AM – First call from Mr. Smith </li></ul><ul><li>11:55 – Noon – Follow Up with Tom Jones </li></ul><ul><li>1:10 PM – Third call from Mr. Smith </li></ul>
  6. 6. The Customer Experience <ul><li>10:03 – 10:07AM – First call from Mr. Smith </li></ul><ul><li>11:55 – Noon – Follow Up with Tom Jones </li></ul><ul><li>1:10 PM – Third call from Mr. Smith </li></ul><ul><li>1:15 PM – Second call to Tom Jones </li></ul>
  7. 7. The Customer Experience <ul><li>10:03 – 10:07AM – First call from Mr. Smith </li></ul><ul><li>11:55 – Noon – Follow Up with Tom Jones </li></ul><ul><li>1:10 PM – Third call from Mr. Smith </li></ul><ul><li>1:15 PM – Second call to Tom Jones </li></ul><ul><li>1:35 PM – Call back to Mr. Smith; Mr. Roberts </li></ul>
  8. 8. The Customer Experience <ul><li>10:03 – 10:07AM – First call from Mr. Smith </li></ul><ul><li>11:55 – Noon – Follow Up with Tom Jones </li></ul><ul><li>1:10 PM – Third call from Mr. Smith </li></ul><ul><li>1:15 PM – Second call to Tom Jones </li></ul><ul><li>1:35 PM – Call back to Mr. Smith; Mr. Roberts </li></ul><ul><li>… .and the beat goes on… </li></ul>
  9. 9. How Could this have gone better? <ul><li>Confirm caller’s information </li></ul><ul><li>Use the call reference number </li></ul><ul><li>Set the caller’s expectations, by quoting the time frame </li></ul><ul><li>Assign the ticket to the proper resource the first time by developing a Resource List </li></ul>
  10. 10. And… <ul><li>Being proactive, the Service Desk Agent should have followed up with the technician to get a status. If there is going to be a delay, contact the caller (Owning the Incident.) </li></ul><ul><li>And on and on and on…. </li></ul>
  11. 11. There Must be a Better Way <ul><li>Process Improvement </li></ul><ul><li>Continual Service Improvement </li></ul><ul><li>Deming Quality Cycle </li></ul><ul><li>Six Sigma </li></ul><ul><li>CMMI </li></ul><ul><li>… .Better Days thru Better Ways </li></ul>
  12. 12. The Proof is in the Pudding <ul><li>Results: </li></ul><ul><ul><li>One of my customers increased their customer base 30%; while only increasing staff by 10% </li></ul></ul><ul><ul><li>Another customer increased customer satisfaction from 65% to 87% in less than one year </li></ul></ul>
  13. 13. $$$ - The Bottom Line <ul><li>$25/call placed to the Service Desk </li></ul><ul><li>Add in the cost of support teams </li></ul><ul><li>Plus user’s production time lost (more than 3 hours and counting…) </li></ul>
  14. 14. The Competitive Edge <ul><li>Organizations that continually seek to improve have a competitive edge over their competitors who do not follow that path </li></ul>
  15. 15. Process Improvement Projects <ul><li>Must be driven by strategic organizational goals </li></ul><ul><li>Well-designed processes produce outcomes that are expected, efficient, effective and keep customers/users happy </li></ul><ul><li>They produce long-term results </li></ul><ul><li>Must consider their effect on other existing processes </li></ul>
  16. 16. Begin at the Beginning <ul><li>“ The first step toward success is taken when you refuse to be a captive of the environment in which you first find yourself” </li></ul><ul><li>-Mark Caine </li></ul>
  17. 17. Define Areas of Improvement <ul><li>ITIL’s 4Ps of Service Management </li></ul><ul><li>People </li></ul><ul><li>Process </li></ul><ul><li>Product (Technology) </li></ul><ul><li>Partners (External Support) </li></ul>
  18. 18. People <ul><li>Leaders vs. Managers </li></ul><ul><li>Corporate Return on Investment </li></ul><ul><li>Staff Retention </li></ul><ul><li>Managing our Support Teams </li></ul><ul><li>Customers’ Perception (REALITY) </li></ul>
  19. 19. Process <ul><li>Process errors account for 80% of all Incidents reported to the Service Desk (Human Error account for the remaining 20%) </li></ul>
  20. 20. Product (Technology) To ensure high levels of Availability, we must have processes in place in the following areas: <ul><li>Maintainability </li></ul><ul><li>Serviceability </li></ul><ul><li>Replacement </li></ul><ul><li>Capacity </li></ul><ul><li>OLAs </li></ul>
  21. 21. Partners <ul><li>Underpinning Contracts must be maintained and levels of service enforced </li></ul><ul><li>Vendor Selection Criteria </li></ul>
  22. 22. Scope <ul><li>Before making changes to a process, you need to understand the whole process from start to end </li></ul><ul><li>Start with the users of the process </li></ul>
  23. 23. I.D. Points of Pain <ul><li>Prioritize according to: </li></ul><ul><li>Quick Wins </li></ul><ul><li>Urgency </li></ul><ul><ul><li>Production </li></ul></ul><ul><ul><li>Customer PERCEPTION </li></ul></ul><ul><li>Budget </li></ul><ul><li>Other Resources </li></ul>
  24. 24. Process Selection <ul><li>Eliminate processes that do not contribute to your goals </li></ul><ul><li>Identify your 30 most used processes </li></ul><ul><ul><li>Call Handling </li></ul></ul><ul><ul><li>Service Requests </li></ul></ul><ul><ul><li>Access Change Requests </li></ul></ul>
  25. 25. Obtain Approval to Proceed <ul><li>Create a Business Case </li></ul><ul><li>Obtain Approval </li></ul><ul><li>Determine Critical Success Factors </li></ul><ul><ul><li>What will success look like </li></ul></ul><ul><ul><li>Can we measure it? </li></ul></ul><ul><li>Market your project </li></ul><ul><ul><li>Change is always threatening </li></ul></ul><ul><ul><li>I.D. a “Champion” </li></ul></ul>
  26. 26. Investigate <ul><li>Examine the activities from beginning to end </li></ul><ul><li>Identify weaknesses and potential problem areas </li></ul>
  27. 27. Communicate <ul><li>Create a list of possible improvements </li></ul><ul><li>Meet with users/customers to test and get feedback </li></ul><ul><li>Convince them that they will be better off if we implement these improvements </li></ul>
  28. 28. Implement <ul><li>Use ITIL Change Management Practices </li></ul><ul><li>Automate what you can </li></ul><ul><li>Don’t forget </li></ul><ul><ul><li>Testing (UAT) </li></ul></ul><ul><ul><li>Training </li></ul></ul><ul><ul><li>Communication </li></ul></ul><ul><ul><li>Customer Satisfaction (REALITY) </li></ul></ul>
  29. 29. In Conclusion <ul><li>Well-designed process: </li></ul><ul><li>Produce predictable outcomes that are efficient, effective and keep customers/users happy and productive </li></ul><ul><li>Eliminates “Islands of Knowledge” </li></ul><ul><li>Easier adherence to “Regulatory Compliance”/Report ability </li></ul><ul><li>Easier to automate </li></ul>
  30. 30. Thank You for Attending <ul><li>The Donna </li></ul><ul><li>www.TheITILMind.com </li></ul>

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