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IT Service's Improvement Plan

Improving IT services by implementing best practices. Strategic approval with clear RACI. Details plan covering entire process to improve the efficiency of IT team.

IT Service's Improvement Plan

  1. 1. IT SERVICE MANAGEMENT : IMPROVEMENT PLAN BY UDAY MISHRA , GLOBAL IT SERVICE OPERATION MANAGER
  2. 2. AGENDA • IT SERVICE OVERVIEW • IMPROVEMENT CYCLE • AREA OF STUDY TO IMPROVE • REVIEW PROCESS • DETAILS OF ACTIVITIES • PLAN FOR REVIEW AND UPDATE THE PROCESS • TIMELINES FOR DELIVERY • WHAT NEXT
  3. 3. IT SERVICE OVERVIEW
  4. 4. IMPLEMENTATION / IMPROVEMENT CYCLE The Vision Where are we now Where we want to be How do we get there How can we say we got there How do we keep going Business Objective Assessment , Benchmarks Measurable Targets Process improvement Measurement and Metrics
  5. 5. DETAILS ON IMPLEMENTATION / IMPROVE CYCLE CONT’D… What is the vision? The starting point for all of these activities is the culture and environment of the IT Service Team. The people and the culture have to be appropriate and acceptable to improvement and change. Therefore, before attempting anything else, the culture within the service team needs to be reviewed to ensure that it will accept and facilitate the implementation of the required changes and improvements Where are we now? Once the vision and high-level objectives have been defined, then we needs to review the current situation, in terms of what processes are in place and the maturity of the organization Where do we want to be? Based on the current state assessment, and the vision and high-level objectives, a future desired state can be defined. This will be achieved through SOP , RACI and detailed structured process implementation. How do we get there? A set of improvements should then be identified to move forward from the current state to the agreed future state. A plan to implement these improvements should then be developed, incorporating Service Transition and Service Operation How can we tell when we have got there? A defined set of metrics needs to be utilized in order to ensure that the desired future state is achieved. How do we keep going? Having improved, we now need to consolidate and move on. The organization and the culture must recognize that we can always get better, and therefore must establish an environment of continual improvement. So, once we have achieved the new desired state, we must review the vision and objectives, identify more improvement actions and repeat the six-stage process again
  6. 6. REVIEW AREAS : EXISTING VS PLAN Process and SOP Creation Service Measurement Operations Review service operation processes and put in place best practice’s, where needed Review factors affecting quality of service. Draft processes and set review metrics for continuous improvement Identify the measures for handling of tickets logged. Regularize these measures as processes.
  7. 7. IMPROVEMENT PLAN : FOCUS AREA (HOLISTIC VIEW) Procurement and Distribution of Laptop’s IT Service’s Setting up Global Help Desk Service measurement SLA Metrics Inventory Management
  8. 8. IMPROVEMENT PLAN : PHASED APPROACH IT Tool Configuration, Service Desk Setup, Creation of SOP and SSI, Roles and responsibility Service Measurement Setup, Process integrating with other departments Inventory Management, Laptop Procurement and deployment process
  9. 9. REVIEW AREAS : IN DETAILS Operations New Resource Training Documents RACI Metrics and Emergency Process Service Desk Shifts and Timings Communication / Collaboration Shift Handover Process Role Clarity for each IT Operations members Knowledge Transfer Review Mechanism Service Measurement Call classification process (Categorization) Incident / Major Incident Management RCA Process and documentation SLA Measurement Issue/Knowledge Database Reporting structure and frequency Succession Planning Communication Skills Service Process Trend Analysis as a Process Repetitive Calls / Know How calls Scheduled Maintenance (Laptop / Servers / Upgrade) Problem Management FAQs for end user’s/ Self Help Apporach Interdependency with other Department Proactive approach
  10. 10. ESSENTIAL ROLES TO BE CREATED Process Owner Service Design manager IT Designer / Architect Service Catalogue manager Availability Manager Security Manager Capacity Manager IT Planner Service Level Manager CSI Manager Supplier Manager
  11. 11. ROLES TO BE CREATED : CONT’D… Process owner A process owner is responsible for ensuring that their process is being performed according to the agreed and documented process and is meeting the aims of the process definition Service Design Manager The key role and responsibilities of the Service Design Manager are covered throughout this publication and they are responsible for the overall coordination and deployment of quality solution designs for services and processes. Responsibilities of the role over and above those of line management of all people involved in Service Design IT Planner An IT Planner is responsible for the production and coordination of IT plans IT Designer/Architect An IT Designer/Architect is responsible for the overall coordination and design of the required technology Service Catalogue Manager The Service Catalogue Manager has responsibility for producing and maintaining the Service Catalogue Service Level Manager The Service Level Manager has responsibility for ensuring that the aims of Service Level Management are met Availability Manager An Availability Manager has responsibility for ensuring that the aims of Availability Management are met IT Service Continuity Manager The IT Service Continuity Manager is responsible for ensuring that the aims of IT Service Continuity Management are met Capacity Manager A Capacity Manager has responsibility for ensuring that the aims of Capacity Management are met Security Manager The Security Manager is responsible for ensuring that the aims of Information Security Management are met Supplier Manager The Supplier Manager has responsibility for ensuring that the aims of Supplier Management are met To be finalized with Nishikant
  12. 12. SERVICE DESK PROCESS Service Desk Resolve Request for closure SOP Service Desk Manager Pillar Leads Mentor Manager Operations Event Query Request for change Service Request KMDB No Yes Problem Management Change Management Approval Process Support Team
  13. 13. SERVICE OPERATIONS STEADY STATE
  14. 14. ON BOARDING : NEW RESOURCE Triggers Concern Documents are not properly placed / structured for New joinee in IT Team Action Plan Study the current on boarding process and update RACI as per competency Discuss with senior team members and identify on boarding requirements Identify the gaps (if any) in the current process Modify the templates and draft a new on boarding process (if needed) Results Better productivity of New Joiners Lesser dependency with senior members, thus freeing up some of Leads’ bandwidth required for managing new comers Metrics Productivity trend report of new joiners Output On Boarding Checklist Updated On Boarding Documents Ideal RACI metrics
  15. 15. INTERNAL COMMUNICATION / COLLABORATION Triggers Issues with inter departmental dependency Absence/Delays in reporting by other departments / running projects Absence of lead and lag times Actions Study the current communication scenarios and methods at ABB • Frequency & agenda of Internal Meetings • Frequency & agenda of Customer meetings • Communication through ticket life-cycle • Other co-ordination scenarios Identify pitfalls Develop and implement methods for plugging these pitfalls Results Reduction in time spent on co-ordination Better governance within each team Metrics Increase in productivity – Avg. no. of calls closed per day Output Document detailing current gaps and internally agreed solutions
  16. 16. ROLE CLARITY FOR LEADS : RACI Triggers No clarity on bandwidth of TLs TLs seem to lack ownership? Need to identify their constraints Actions Talk to all TLs to understand the responsibilities & the work TLs currently do Talk to IT Director to understand the responsibilities & the work TLs currently do Study the reporting tasks TLs do Identify the changes required and draft clear responsibilities Results TLs to be more accountable Better co-ordination within teams Metrics Increase in productivity – Avg. no. of calls closed per day Output Service Desk TL Roles & Responsibilities document Calendar with Reporting requirements from TLs
  17. 17. REVIEW MECHANISM Triggers Delay in resolution of Service Request Avoid post-mortem after escalations Actions Talk to Nishikant and TLs to understand the current call review process / metrics and frequency Dig into historic escalated calls to understand gaps Establish process for continuous review and improvement AIM: Every call to get escalated internally before causing SLA breach Results Reduction in number of SLA Breach / escalations Metrics Escalation Metrics Output Document on Review points and metrics Documented process for periodic review
  18. 18. SERVICE MEASUREMENT KPI DEFINITION
  19. 19. REQUEST CLASSIFICATION Triggers Concerns Correct Classification is not happening and calls are getting closed with inappropriate priority Actions Discussion with Team to understand the current process of call allocation & classification Detailed ITSM structure to be created. This will have all the details of service management. Draft the changes required (if any) in the process, Post discussion with ITSM global manager Results Reduction in SLA breaches Reduction in time spent on moving the call across levels Finding the cause of delay to put the points for CSI. Metrics No. of SLA breaches Daily summary of open tickets at each stage Output Clear guidelines for call classification Documented process for classification of calls. Service Metrics
  20. 20. ISSUE/KNOWLEDGE DATABASE Triggers Service Desk consultants need inputs for regular issues handled Issue and Escalation Register to be maintained Existing Reports to be looked Actions At present the KMDB status. Discussion is required with Senior team to understand where Service desk require their help Identify tasks that can be documented to reduce dependencies Setup a process for regular documentation Results Increase in efficiency Service Desk consultants Reduction in ‘In-processing’ time. Hence reduction in calls in processing Metrics In-Processing calls Delay reasons at each steps Output Documentation of custom processes Process for Documentation of key Day-to- Day issues
  21. 21. SERVICE REPORTING Triggers Review of current reports being Populated. Actions Talk to Stakeholders and understand the current service reporting structure Review the structure and content Set right the reporting expectations Identify changes needed (if any) to better portray the delivered services Make necessary changes to regular reporting process Results Clear and better Reports as per finalized frequency Service reports to be aligned as per expectations Metrics Customer feedback on service reporting Output New/Amended templates for service reporting
  22. 22. SUCCESSION PLANNING Triggers Need to free pillars and Mentors bandwidth so they can concentrate on other new activites Actions Talk to Stakeholders to identify potential lead candidates from each team Identify the tasks of TL that can be delegated to this potential lead Arrange for the required KT from lead to successor Draft it as a process Results Senior Members have bandwidth to concentrate on quality of services Increased sense of ownership by potential lead Metrics To be discussed with IT Senior Management Output Identification of potential TLs Document Roles & Responsibilities of potential TLs
  23. 23. USER’S INTERACTION Triggers Communication with user’s in effective way Actions Analyze in detail concerns while resolving issues Identify common communication errors (if any) Identify areas where templates can be created for communication Co-ordinate with HR & Practice to arrange for trainings (if needed) Results Reduction in communication related concerns raised by users Increased Customer satisfaction Metrics Results of Customer satisfaction survey Output IT service metrics on generally made communication errors and fixes Sessions to Sensitize consultants
  24. 24. CALL REDUCTION PROCESS AND PROCEDURES
  25. 25. TREND ANALYSIS AS A PROCESS Triggers Happens as and when needed. Needs to be regularized to spot and fix anomalies Actions Identify metrics for trend analysis Identify reports to be regularized Identify people involved Draft a process and set metrics for measurement Setting of self service portal as much as possible. Results Daily/Weekly check for anomalies Metrics To be discussed with Senior Management Output Document (with calendar) listing data required from each Team for trend analysis Process document detailing each stakeholder’s role in trend analysis
  26. 26. IDENTICAL ISSUE FIX Triggers Initiative to reduce the volume of calls Actions Sit with Pillar heads to analyze historic data & identify repetitive calls Identify possible root causes and ways of plugging them Follow-up with all stake holders to get the fixes implemented Create templates for resolution on repetitive calls Results Reduction in number of calls created Reduction in no. of passes Metrics Avg. no. of daily calls created/Closed Output Checklists for information to be requested from users for repetitive calls Documented solutions to repetitive calls
  27. 27. QUICK SOLUTION WITHOUT ITERATIONS Triggers Number of calls in Needed input / Solution Provided calls Actions Analyze the calls to find reasons for calls open. Identify calls with similar reasons Identify if certain information is usually missed from the ticket which requires call to be put to CA Draft a plan to plug the identified loop-holes Results Quicker resolution of certain tickets Increased customer satisfaction Metrics Reduction in no. of passes Output Checklists for requesting information from end-users Process for regular review of avg/min/max no. of passes
  28. 28. INTER-DEPARTMENTAL DEPENDENCY Triggers Delay in logging of ticket for request by other department Non-adherence to existing process if any Actions Study the current Internal ticket management process Talk to Dept head and identify reasons for non-adherence Study if changes are needed to current process Draft a review process Results Better collaboration with-in various departments Reduction in escalation for departmental issues Metrics Escalations by delivery / project / department Output Document on changes to current process (if any) Documentation of review process
  29. 29. APPROACH FOR EACH PROCESS Start Process study Study Available documentation Discuss with existing team Discuss with Senior team Need More Clarity? Document changes needed in the process, along with reasons and impact Select a process from the list of identifies areas of improvement Track Metrics Sensitize stakeholders Create Final Documents - Process & Review Mechanism Change Ok? Review the change with Senior Team Stop Results Ok? YES YES YES NO NO NO Color Legend Plan DO / ACT Check
  30. 30. WHAT NEXT : CONTINUOUS REVIEW
  31. 31. Thank You Uday Mishra

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