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Feb2008 Service Desk Maturity Models & Fram


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Service Desk Maturity Models & Frameworks, Bob Last, HDI

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Feb2008 Service Desk Maturity Models & Fram

  1. 1. Service Desk Maturity Models & Frameworks Robert S. Last, M.A., S.C.A., S.C.M. February 14, 2008
  2. 2. Agenda <ul><li>What’s a model & what’s a framework? </li></ul><ul><li>The most common models and frameworks </li></ul><ul><li>Choosing a model or framework </li></ul><ul><li>How they work--in brief </li></ul><ul><li>Lessons learned </li></ul><ul><li>Resources </li></ul><ul><li>Questions </li></ul>
  3. 3. What’s a Model & Framework? <ul><li>Model -A standard or example for </li></ul><ul><li>imitation or comparison. </li></ul><ul><li>Framework -Guidance that is not </li></ul><ul><li>prescriptive in nature. A framework </li></ul><ul><li>tells you who, what, where and when </li></ul><ul><li>to do something, but not how to do it. </li></ul>
  4. 4. The Most Common Models & Frameworks <ul><li>Capability Maturity Model (34 of them) </li></ul><ul><li> Capability Maturity Model-Integrated </li></ul><ul><li>IT Service Capability Maturity Model </li></ul>
  5. 5. We Also Have… <ul><li>HDI Support Center Maturity Model </li></ul><ul><li>ISO/IEC 20000- Standard (model) from our </li></ul><ul><li>British cousins & ISO </li></ul><ul><li>ITIL- Framework from our British cousins </li></ul><ul><li>CoBIT- Model for control of the IT environment </li></ul>
  6. 6. How They Work—In Brief… <ul><li>The good news first-the maturity models all work essentially the same way </li></ul><ul><li>The frameworks and standards all have assessment tools of different types </li></ul><ul><li>The documentation on all of these frameworks, models, standards, etc. is voluminous </li></ul>
  7. 7. How They Work… <ul><li>The bad news is that they have these characteristics: </li></ul><ul><ul><li>A lot of reading, study and paperwork have to be expended to understand them; </li></ul></ul><ul><ul><li>The writing for these programs is DRY—Sinai Desert dry; </li></ul></ul><ul><ul><li>Most support center managers have a tendency to pick and choose what parts they use </li></ul></ul>
  8. 8. CMM <ul><li>CMM began in 1987; created by the Software Engineering Institute (SEI) at Carnegie-Mellon University; began from a charter issued by the DOD; released in 1990. </li></ul>
  9. 9. CMM--I.D.E.A.L.
  10. 10. I.D.E.A.L. <ul><li>I - Initiating : Laying the groundwork for a successful improvement effort. </li></ul><ul><li>D - Diagnosing : Determining where you are relative to where you want to be. </li></ul><ul><li>E - Establishing : Planning the specifics of how you will reach your destination. </li></ul><ul><li>A - Acting : Doing the work according to the plan. </li></ul><ul><li>L - Learning : Learning from the experience & improving your ability. </li></ul>
  11. 11. The Maturity Levels
  12. 12. What is a Maturity Model? <ul><li>Organizational maturity refers to an organizations’ ability to perform. </li></ul><ul><li>A maturity model is a descriptive model that defines five stages of evolutionary growth. </li></ul><ul><li>At each maturity level organizational competence increases. </li></ul>
  13. 13. Advantages to Maturity Model <ul><li>Practices are identified & can be repeated. </li></ul><ul><li>Best practices can be rapidly transferred across groups. </li></ul><ul><li>Variations in performing best practices are reduced. </li></ul><ul><li>Practices are continuously improved to enhance capability (optimizing). </li></ul><ul><li>Provides a common framework & language. </li></ul>
  14. 14. Advantages of a Model & Framework <ul><li>Allows you to concentrate on improving more than creating . </li></ul><ul><li>Generally is supported by training, consulting & ancillary literature. </li></ul><ul><li>Repeatable practices become the norm </li></ul><ul><ul><li>U.S Navy goes nuclear-safely & the airline pilots checklist </li></ul></ul><ul><ul><li>Apollo 13—the movie </li></ul></ul><ul><li>Fewer and fewer “individual acts of heroism.” </li></ul>
  15. 15. CMMI <ul><li>Capability Maturity Model Integration(CMMI) was released in 2002 and combined disparate models of CMM into a single integrated model. </li></ul><ul><li>CMMI describes the </li></ul><ul><li>characteristics of </li></ul><ul><li>effective processes. </li></ul><ul><li>CMMI is a framework for business process improvement. </li></ul>
  16. 16. IT Service CMM <ul><li>IT Service CMM® is a maturity model aimed at enabling IT service providers to assess their capabilities with respect to the delivery of IT services. </li></ul>
  17. 17. Maturity Model Assessments-I <ul><li>Maturity model assessments measure the degree to which an organization uses its people, processes, tools, products, and management. </li></ul><ul><li>Assessments show how the organization compares to other organizations. </li></ul><ul><li>Assessments show opportunities to improve, identify required standards, processes, procedures and facilitate continuous improvements. </li></ul>
  18. 18. Choosing a Model or Framework <ul><li>Process Maturity Framework (PMF) or Governance Maturity Model (GMM)? </li></ul><ul><li>Are you subject to IT governance audits ? Can anyone say CoBIT & SOX? HIPPA? </li></ul>
  19. 19. HDI Support Center Maturity Model <ul><li>Developed in 2003, updated in 2007. </li></ul><ul><li>Based on input from the HDI Strategic Advisory Board. </li></ul><ul><li>Reflects changes in business needs, advances in technology & growth in process maturity models. </li></ul>
  20. 20. HDI Support Center Maturity Model
  21. 21. Definitions <ul><ul><li>Operational </li></ul></ul><ul><ul><ul><li>Procedures are developed for measurement </li></ul></ul></ul><ul><ul><li>Tactical </li></ul></ul><ul><ul><ul><li>Actions are developed to implement a strategy to achieve a specific objective </li></ul></ul></ul><ul><ul><li>Strategic </li></ul></ul><ul><ul><ul><li>Long-term plan of action is designed to achieve a particular goal </li></ul></ul></ul>
  22. 22. Maturity Level Characteristics Bold = Characteristics from 2003 Maturity Model Vision People Process Technology <ul><li>Reacts to incoming volume </li></ul><ul><li>Can be chaotic </li></ul><ul><li>Limited interaction with other IT groups </li></ul><ul><li>Lacks mission/vision </li></ul><ul><li>Service level targets not defined </li></ul><ul><li>Has basic operational plan; lacks long-term planning </li></ul><ul><li>Phone contact </li></ul><ul><li>Business hours (8 AM - 5 PM) </li></ul><ul><li>Multiple points of contact </li></ul><ul><li>Dispatch-focused </li></ul><ul><li>Generalists </li></ul><ul><li>Staffing is labor-driven </li></ul><ul><li>Limited training </li></ul><ul><li>Undocumented processes </li></ul><ul><li>Inconsistent process adoption </li></ul><ul><li>Basic incident tracking/handling </li></ul><ul><li>Reacts to changes </li></ul><ul><li>Little measurement </li></ul><ul><li>Simple telephony </li></ul><ul><li>Simple tracking tools </li></ul><ul><li>FAQs </li></ul><ul><li>Tools not integrated </li></ul><ul><li>Limited process automation </li></ul>
  23. 23. Maturity Level Characteristics Bold = Characteristics from 2003 Maturity Model Vision People Process Technology <ul><li>Focus on support center productivity </li></ul><ul><li>Interacts with escalation partners </li></ul><ul><li>Focus on support center teamwork </li></ul><ul><li>Markets services provided </li></ul><ul><li>Has mission; lacks long-term vision </li></ul><ul><li>Has operational and business plans </li></ul><ul><li>Phone, email, voicemail, fax contact </li></ul><ul><li>Extended hours; on-call service </li></ul><ul><li>Single point of contact </li></ul><ul><li>Escalation paths defined </li></ul><ul><li>Specialists </li></ul><ul><li>Focus on first-contact resolution </li></ul><ul><li>Staffing based on service level targets </li></ul><ul><li>Training provided </li></ul><ul><li>Monitors performance </li></ul><ul><li>People satisfaction surveys </li></ul><ul><li>Recognizes individual contributions </li></ul><ul><li>Key processes documented </li></ul><ul><li>Processes influenced by best practices </li></ul><ul><li>Consistent process adoption by support center </li></ul><ul><li>Tracks incidents and service requests </li></ul><ul><li>IT-based service level targets </li></ul><ul><li>IT-based quality standards </li></ul><ul><li>Basic change, problem and knowledge management within support center </li></ul><ul><li>Hardware asset inventory </li></ul><ul><li>Measures support center performance </li></ul><ul><li>Event-based customer surveys </li></ul><ul><li>ACD system </li></ul><ul><li>Customized announcement </li></ul><ul><li>Skills-based routing </li></ul><ul><li>Service management tool </li></ul><ul><li>Workforce scheduling tool </li></ul><ul><li>Self-service ticket entry, history, status </li></ul><ul><li>Internal knowledge database </li></ul><ul><li>Basic reporting tools </li></ul><ul><li>Some tools integrated </li></ul><ul><li>Tools enable common task automation </li></ul>
  24. 24. Maturity Level Characteristics Bold = Characteristics from 2003 Maturity Model Vision People Process Technology <ul><li>Focus on customer productivity </li></ul><ul><li>Partners with IT groups, customers and vendors </li></ul><ul><li>Markets value to customer </li></ul><ul><li>Vision/mission aligned with IT </li></ul><ul><li>Operational and business plans are aligned </li></ul><ul><li>Accounting-based costs (chargeback) </li></ul><ul><li>Multi-channel support </li></ul><ul><li>Extended hours to meet customer needs (24x7 – follow the sun) </li></ul><ul><li>Single point of contact; team collaboration </li></ul><ul><li>Tiered support </li></ul><ul><li>Staffing based on work volume and service level targets (workload planning) </li></ul><ul><li>Focus on first-contact resolution </li></ul><ul><li>Training and career development </li></ul><ul><li>Monitors performance </li></ul><ul><li>People satisfaction surveys </li></ul><ul><li>Competitive compensation </li></ul><ul><li>Recognizes team and individual contributions </li></ul><ul><li>Documented processes based on best practices </li></ul><ul><li>Consistent process adoption at most levels </li></ul><ul><li>Incident and service request management </li></ul><ul><li>Customer-based service level agreements </li></ul><ul><li>Included in change management </li></ul><ul><li>Knowledge management culturally accepted </li></ul><ul><li>Problem elimination </li></ul><ul><li>Hardware/software inventory </li></ul><ul><li>Customer-based quality standards </li></ul><ul><li>Service catalog </li></ul><ul><li>Measures support center performance to targets </li></ul><ul><li>Periodic customer satisfaction surveys </li></ul><ul><li>Computer telephony integration </li></ul><ul><li>Service management tool </li></ul><ul><li>Workforce management tool </li></ul><ul><li>Self-service integrated with knowledge </li></ul><ul><li>Reporting tools enable trend analysis </li></ul><ul><li>Most tool are integrated </li></ul><ul><li>Tools enable process automation </li></ul>
  25. 25. Maturity Level Characteristics Bold = Characteristics from 2003 Maturity Model Vision People Process Technology <ul><li>Focus on business productivity </li></ul><ul><li>Support center is integral to IT </li></ul><ul><li>Markets value (integration) to business </li></ul><ul><li>Vision /mission are aligned with business </li></ul><ul><li>Operational, business and strategic plan alignment </li></ul><ul><li>Budget supports business requirements </li></ul><ul><li>Business value-based costs </li></ul><ul><li>Integrated multi-channel contact </li></ul><ul><li>Extended hours to meet business requirements </li></ul><ul><li>Single point of contact; shared ownership </li></ul><ul><li>Workforce planning and resource allocation supports business success </li></ul><ul><li>Training, career and personal development </li></ul><ul><li>Balanced scorecard performance monitoring </li></ul><ul><li>People satisfaction results used for positive change </li></ul><ul><li>Regular compensation review </li></ul><ul><li>Formal recognition programs </li></ul><ul><li>Documented processes based on management framework </li></ul><ul><li>Consistent process adoption at all levels </li></ul><ul><li>Business-aligned service level management </li></ul><ul><li>Support center on change advisory board </li></ul><ul><li>Knowledge management is integral to support </li></ul><ul><li>Problem elimination </li></ul><ul><li>Configuration management </li></ul><ul><li>Business-aligned quality standards </li></ul><ul><li>Service catalog </li></ul><ul><li>Performance results measured to KPIs </li></ul><ul><li>Multiple customer satisfaction survey methods </li></ul><ul><li>Computer telephony integration with customer relationship management </li></ul><ul><li>Service management suite </li></ul><ul><li>Self-service with knowledge and self-help/self-healing capabilities </li></ul><ul><li>Reporting tools enable business analytics </li></ul><ul><li>Tools enable full process automation (fully automated) </li></ul>
  26. 26. Model Evaluation Categories 2003 2007 Alignment to HDI Support Center Certification Labor Intensity People People Management Resources People Satisfaction Process Complexity Process Process & Procedure Tools Implementation Technology Resources Scope of Vision Vision Leadership Strategy & Policy Customer Satisfaction Performance Results
  27. 27. What do I do with this? <ul><li>The HDI Support Center Assessment Program: </li></ul><ul><li>(Working on the tool now) </li></ul><ul><li> ...... </li></ul>
  28. 28. ITIL Process Maturity Assessment
  29. 29. “ ITIL Process Maturity Assessment” Levels <ul><li>Uses the following maturity levels: </li></ul><ul><ul><li>Level 0-Absence -There is absolutely no evidence of any activities supporting the process </li></ul></ul><ul><ul><li>Level 1-Initiation -There are ad hoc activities present but we are not aware of how they relate to each other within a single process </li></ul></ul><ul><ul><li>Level 2-Awareness -We are aware of the process but some activities are still incomplete or inconsistent; there is no overall measuring or control </li></ul></ul>
  30. 30. ITIL Process Maturity Assessment-Levels-continued <ul><li>Level 3-Control -The process is well defined, understood and implemented </li></ul><ul><li>Level 4-Integration -Inputs from this process come other well controlled processes; outputs from this process go to other well controlled processes </li></ul>
  31. 31. ITIL Process Maturity Assessment-Levels <ul><li>Level 5-Optimization -This processes drives quality improvements & new business opportunities beyond the process itself. </li></ul>
  32. 32. Tools for You… <ul><li>IT Service Capability Maturity Model : </li></ul><ul><li> </li></ul><ul><li> </li></ul><ul><li> </li></ul><ul><li> </li></ul><ul><li>(This is one of the best explanations available-All 78 pages) </li></ul>
  33. 33. ISO/IEC 20000 <ul><ul><ul><ul><ul><li>Has a great Self-assessment Book </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>It describes an integrated set of management processes that are aligned & complementary to the process approach defined within ITIL. </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>The individual ITIL books offer expanded information & guidance on the subjects addressed in ISO/IEC 20000. </li></ul></ul></ul></ul></ul>
  34. 34. ISO 20000 Service Mgmt.
  35. 35. Does ITIL Have Assessments? <ul><li>Oh Yeah! They’re very good too! </li></ul><ul><li>IT Service Management: Service Support Self-assessment Questionnaire </li></ul><ul><li> </li></ul><ul><li> </li></ul><ul><li>www. / Service _Desk service _ support _assessment.xls </li></ul><ul><li>IT Service Management : Service Delivery Self-assessment Questionnaire </li></ul><ul><li> </li></ul><ul><li> </li></ul>
  36. 36. CoBIT <ul><li>CoBIT is a model for control of the IT environment. </li></ul><ul><li>Where ITIL is a Process maturity Framework (PMF)… </li></ul><ul><li>CoBIT is a Governance Maturity Model (GMM) </li></ul>
  37. 37. CoBIT Cube CoBIT Resources
  38. 38. Lessons from Veteran Users <ul><li>Do your homework first </li></ul><ul><li>Identify what could go wrong, not what might go wrong. Never Assume—remember FEMA? </li></ul><ul><li>Do not “implement by incantation” </li></ul><ul><li>Remember, “Murphy’s Law-Whatever can go wrong, will go wrong, at the worst possible time-” was optimistic </li></ul>
  39. 39. Measuring & Defining Success <ul><li>Measuring: </li></ul><ul><ul><li>Identify what’s important for implementation </li></ul></ul><ul><ul><li>Identify what’s important for daily management </li></ul></ul><ul><ul><li>Identify what’s important for strategic management </li></ul></ul><ul><ul><li>Define Success: </li></ul></ul><ul><ul><li>You should do this in the beginning of the project, during the planning stage </li></ul></ul>
  40. 40. Resources-Check the bookstore!
  41. 41. Ask a question—I Dare You!
  42. 42. Any Questions? <ul><li>[email_address] </li></ul>
  43. 43. <ul><ul><li>Thank you for attending this session. </li></ul></ul><ul><ul><li>Please fill out an evaluation form. </li></ul></ul>