Frameworks and standards such as ITIL, KCS and ISO/IEC 20000 promote an integrated process approach. Using business-centric examples, this session shows how to design service desk metrics and reports that illustrate the benefits of an integrated approach. The importance of setting expectations about the impact of process improvements on performance metrics, employee morale and customer satisfaction is also discussed.

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Process Integration, Metrics and Setting
Expectations
Welcome!
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@ITSMAcademy
@ITSM_Donna

2. 2© ITSM Academy
About ITSM Academy
 NextGen ITSM Education:
 Certified Process Design Engineer (CPDE)
 ITIL® Foundation
 ITIL Capability (OSA|PPO|RCV|SOA)
 ITIL Lifecycle (SS|SD|ST|SO|CSI)
 ITIL Managing Across the Lifecycle (MALC)
 ISO/IEC 20000 Foundation Bridge
 DevOps Fundamentals
 Certified ScrumMaster® (CSM)
 Agile SM: Applying Scrum to Process Design
 Practical, Value-Add Workshops
 ITIL/ISO and DevOps Overviews
 Building Blocks, Roles, Service Catalog, etc.
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3. 3© ITSM Academy
Donna Knapp
 Author
 The ITSM Process Design Guide
 Service Desk Concepts, 4th Edition
 Customer Service Skills for Service Desk Professionals, 4th
Edition
 Curriculum Development Manager
 Certified Process Design Engineer
 ITIL® Expert/ITIL Examination Panel
 Certified Scrum Master
 Certified ISO/IEC 2000 Consultant/Manager
 Certified in Knowledge-Centered Support (KCS)
Principles
ITIL® is a registered trade mark of AXELOS Limited

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Agenda
 Process maturity and
integration
 Producing meaningful
metrics
 Setting and managing
expectations

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Process Maturity and Integration

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Stages of Process Maturity
Process maturity refers to how well a process is defined, how capable it is of
being continually improved through the use of measures tied to business goals
and how well it is embedded in the organization’s culture.

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Measuring Process Integration
Process Maturity
#ofIncidents
Problem Management
Change Management
Availability, Capacity, Security,
Continuity Management
Release Management
Are “expected” incidents occurring?
Is Mean Time to Recover (MTTR) increasing? decreasing?
Is first contact resolution (FCR) increasing? decreasing?

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Define Negotiate
Agree
Service Level
Requirements
(SLRs) All
Service
Management
SLRs
Targets
Achievements
Options/Costs
Processes
Service Level
Management
SLAs, OLAs,
Contracts
Monitor
Report
Review
The Role of Service Level Management

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RecordedIdentified Acknowledged Resolved Closed
Initial
Response
Target
Line 1
Escalation
Target
OLA target
(Acknowledge
within pre-defined
time frame; based
on priority)
Line 2
Acknowledgment
Target
SLA target
(Resolve within
pre-defined time
frame; based on
priority)
Verify
Customer
Satisfaction
Agreed
Reopen Time
Escalated
Resolution
Target
Escalation / Notification Alerts
Measuring Process State Changes
OLAs and
Contracts SLAs

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RecordedIdentified Acknowledged Resolved ClosedEscalated
Escalation / Notification Alerts
Baselining and Improving Process State Changes
Event
Management
Knowledge and
Problem Management
Change
Management

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“You got to be very careful if you don't know where
you're going, because you might not get there.”
Yogi Berra
Producing Meaningful Metrics

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 Customer satisfaction
 Performance against service level targets
 User productivity
 Business impact
 Time to value
 Trends
What should we measure?
Measure things that
matter to the business!

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Measurement Framework
Vision • Strategy, goals and objectives
• Deliver cost-effective services in a competitive timeframe
CSF • What must happen to achieve process success
• Make changes quickly and accurately
KPI • Key metric used to manage a process
• Increase the number of standard changes
• Reduce the number of emergency changes
Metric • What is measured to manage a process
• Number of changes by type
Critical success factors (CSFs) support business
goals and objectives.

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Monitoring KPIs
Changes by Type
0
500
1000
1500
2000
2500
3000
Jan05
Feb05
Mar05
Apr05
May05
Jun05
Jul05
Aug05
Sep05
Oct05
Nov05
Dec05
Jan06
#ofchanges
Emergency changes linked to incidents Emergency changes linked to projects
Standard (pre-approved) changes Normal changes

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Measuring Time to Value
Time to Value measures the time it takes for the business to
realize value from a feature or service.
Change Management
Release and Deployment
Management
Business
Requirement
Value
Incident and
Problem
Management Knowledge
Management
Early Life Support

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“There is nothing so useless as doing efficiently that
which should not be done at all.”
Peter Drucker
Setting and Managing Expectations

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 Understand how expectations are
being set
 Capture and monitor Expectations
 Influence Expectations
Setting and Managing Expectations

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 Examine and overhaul
your policies
 Communicate policies
via Service Catalog,
service desk web site,
employee handbook,
etc.
 Report and promote
achievements
Policies
 Contact handling
 Complaint handling
 Incident management
 Request fulfillment
 Service transition
 Social media
Influencing Expectations
Information
Security
Management
Service
Catalog
Management
Service Level
Management
Change
Management

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Final Thoughts

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 Designate and educate process owners
 Record and act on suggestions and complaints
 Manage process design and improvement
efforts as projects
 Tie projects to wildly important goals
 Manage process design and improvement
projects as a program
 Communicate, communicate, communicate
Making Process Improvements
Take initiative. Be persistent. Innovate!