The document outlines the goals and objectives of six different service management processes: Service Desk, Incident Management, Problem Management, Configuration Management, Change Management, and Release Management. The goals are to restore normal service operation quickly, minimize adverse impacts, account for all IT assets and configurations, ensure standard methods for handling changes, and plan releases successfully. The objectives specify actions like providing single points of contact, restoring service, identifying issues, documenting processes, controlling configurations, assessing changes, and planning successful releases.
Power Distribution Asset Management 2012Ola Odejayi
This two-day training course focuses on excellence in power distribution asset management. The course will provide strategic planning and assessment tools to maximize power distribution performance, improve reliability, and reduce maintenance and operation costs. Practical techniques for asset management of distribution systems will be covered, including maintenance management and programs. Overcoming challenges in distribution service performance will also be addressed, such as planning, design, upgrading, and implementing best practices. The course aims to streamline processes to facilitate sustainability and optimization of distribution systems.
CMMI High Maturity Best Practices HMBP 2010: CMMI® FOR SERVICES: INSIGHTS AND...QAI
CMMI® FOR SERVICES: INSIGHTS AND BEYOND
-Rajesh Naik
QAI.
presented at 1st International Collquium on CMMI High Maturity Best Practices 2010 held on May 21,2010 organized by QAI
This document discusses how a leading private insurance company implemented a Business Process Management (BPM) solution from Newgen to improve critical business processes, increase employee productivity and efficiency, and achieve operational excellence. The solution helped reduce turnaround times, processing times, and operational costs by over 50-75% while increasing employee productivity by over 70% and volumes handled by almost 300%. It provided benefits like a 135% return on investment and improved customer service quality and satisfaction. The solution automated processes like new business and policy owner servicing across 37 locations.
The document discusses how CDM helps clients optimize their facility infrastructure and operations to reduce costs. It describes how CDM develops customized solutions focused on lifecycle costs that maximize business decisions while improving environmental stewardship. CDM listens to clients' needs and assembles technical experts to identify integrated approaches that link regulatory requirements, customer expectations, and business performance.
Case Studies Using Process as the Lever for Enterprise ChangeVincent Kwon
IBM Global Business Services provides expertise in business process management (BPM). BPM encompasses methods for modeling, optimizing, and monitoring business processes across departments, partners, and systems. The three core BPM components - business process analysis, execution, and monitoring - each deliver value on their own and greater value when used together. Organizations should pay attention to process to link strategic goals with operational effectiveness, organizational components, and leverage synergy between process design and IT development. A staged BPM life-cycle provides the framework for a business-driven approach to BPM.
This document discusses IBM's solutions for IT asset management challenges. It outlines common challenges around reducing IT costs, enhancing operational efficiency, managing multiple asset systems, and maintaining compliance. It then presents IBM's unified solution for asset and service management, highlighting key capabilities like integrated applications and processes, a common data model, process automation, custom workflows, common reporting, compatibility, and an integration framework. The solution is presented as a way to help organizations work smarter through optimized asset utilization and reduced costs.
"IPQC’s The Remote Device Monitoring Summit is the only North American cross-industry remote diagnostics and smart services event for service executives. It will provide you a chance to network with industry thought leaders in prognostics, data analytics, services marketing and remote tools in highly complex environments. This summit will serve as a roadmap for remote service deployment combining both business and technology aspects of deployment projects. Join us as we review these key points and more:
Remote Services Deployment Project Management Customer in Focus Connectivity Models It’s all About Data! Next Steps in the Journey
"
Power Distribution Asset Management 2012Ola Odejayi
This two-day training course focuses on excellence in power distribution asset management. The course will provide strategic planning and assessment tools to maximize power distribution performance, improve reliability, and reduce maintenance and operation costs. Practical techniques for asset management of distribution systems will be covered, including maintenance management and programs. Overcoming challenges in distribution service performance will also be addressed, such as planning, design, upgrading, and implementing best practices. The course aims to streamline processes to facilitate sustainability and optimization of distribution systems.
CMMI High Maturity Best Practices HMBP 2010: CMMI® FOR SERVICES: INSIGHTS AND...QAI
CMMI® FOR SERVICES: INSIGHTS AND BEYOND
-Rajesh Naik
QAI.
presented at 1st International Collquium on CMMI High Maturity Best Practices 2010 held on May 21,2010 organized by QAI
This document discusses how a leading private insurance company implemented a Business Process Management (BPM) solution from Newgen to improve critical business processes, increase employee productivity and efficiency, and achieve operational excellence. The solution helped reduce turnaround times, processing times, and operational costs by over 50-75% while increasing employee productivity by over 70% and volumes handled by almost 300%. It provided benefits like a 135% return on investment and improved customer service quality and satisfaction. The solution automated processes like new business and policy owner servicing across 37 locations.
The document discusses how CDM helps clients optimize their facility infrastructure and operations to reduce costs. It describes how CDM develops customized solutions focused on lifecycle costs that maximize business decisions while improving environmental stewardship. CDM listens to clients' needs and assembles technical experts to identify integrated approaches that link regulatory requirements, customer expectations, and business performance.
Case Studies Using Process as the Lever for Enterprise ChangeVincent Kwon
IBM Global Business Services provides expertise in business process management (BPM). BPM encompasses methods for modeling, optimizing, and monitoring business processes across departments, partners, and systems. The three core BPM components - business process analysis, execution, and monitoring - each deliver value on their own and greater value when used together. Organizations should pay attention to process to link strategic goals with operational effectiveness, organizational components, and leverage synergy between process design and IT development. A staged BPM life-cycle provides the framework for a business-driven approach to BPM.
This document discusses IBM's solutions for IT asset management challenges. It outlines common challenges around reducing IT costs, enhancing operational efficiency, managing multiple asset systems, and maintaining compliance. It then presents IBM's unified solution for asset and service management, highlighting key capabilities like integrated applications and processes, a common data model, process automation, custom workflows, common reporting, compatibility, and an integration framework. The solution is presented as a way to help organizations work smarter through optimized asset utilization and reduced costs.
"IPQC’s The Remote Device Monitoring Summit is the only North American cross-industry remote diagnostics and smart services event for service executives. It will provide you a chance to network with industry thought leaders in prognostics, data analytics, services marketing and remote tools in highly complex environments. This summit will serve as a roadmap for remote service deployment combining both business and technology aspects of deployment projects. Join us as we review these key points and more:
Remote Services Deployment Project Management Customer in Focus Connectivity Models It’s all About Data! Next Steps in the Journey
"
Effectively capturing and managing requirements is critical in any IT project. Business analysts and others gathering requirements know how to capture and document processes, data and user tasks. But what about the decisions at the heart of your business? How can you effectively identify, document and model the repeatable, operational decisions crucial to success with business rules and predictive analytics? In this webinar we will share practical advice developed from real-world customer projects.
This document discusses how automating business rules with Corticon's Business Rules Management System (BRMS) can help organizations make better, faster decisions and achieve greater operational agility. Corticon's model-driven BRMS allows users to model, automate, and maintain operational decisions and the underlying business rules without programming. This helps ensure consistency, accuracy, and the ability to quickly change rules in response to shifting business needs or regulations. The system manages the entire lifecycle of operational decisions across industries such as insurance, financial services, and government.
The document discusses a case study of Newgen providing an enterprise document management solution to a state-owned company in Gujarat, India. The solution automated the proposal and approval processes, reducing turnaround times by 80% and paper usage by 90% while lowering costs. It provided benefits like increased transparency, accountability, and disaster recovery capabilities. Newgen has over 700 successful installations globally and prominent clients across industries.
IT service management (ITSM or IT services) is a discipline for managing information technology (IT) systems, philosophically centered on the customer\'s perspective of IT\'s contribution to the business. ITSM stands in deliberate contrast to technology-centered approaches to IT management and business interaction. The following represents a characteristic statement from the ITSM literature:
Providers of IT services can no longer afford to focus on technology and their internal organization[;] they now have to consider the quality of the services they provide and focus on the relationship with customers.ITSM is process-focused and in this sense has ties and common interests with process improvement movement (e.g., TQM, Six Sigma, business process management, CMMI) frameworks and methodologies. The discipline is not concerned with the details of how to use a particular vendor\'s product, or necessarily with the technical details of the systems under management. Instead, it focuses upon providing a framework to structure IT-related activities and the interactions of IT technical personnel with business customers and users.
The document discusses levels of IT-enabled business transformation from localized exploitation to business scope redefinition. It compares the five levels in terms of their distinctive characteristics, major strengths and potential weaknesses, and management challenges. The levels range from leveraging IT functionality to redesign focused areas to redesigning key business processes and networks. Higher levels indicate greater benefits but require more organizational changes.
The document discusses process improvement for grading at the IMM program. It finds that the current grading process lacks transparency and is not well understood by students. To address this, it applies operations management theories like the DMAIC cycle of define, measure, analyze, improve, and control. The document analyzes the grading process, identifies areas for improvement, and proposes changes like publishing grading criteria, providing more feedback, and increasing transparency. It finds that implementing these process improvements could increase student satisfaction while being cost neutral for faculty and staff.
eFrame® for Insurance Solvency II Stress TestingSecondFloor
Today not many insurance can claim their Stress Test report is credible enough to base their management strategy on.
Add to this the governance and workflow for each risk type, ensuring modelling processes and risk calculations are running on time and based on validated data, insurers can feel confident that ongoing compliance and supervisory review will be efficient. Having all this is in one proven solution eases the stress of bringing about the positive change intended by the Solvency regulations.
Business Benefits
eFrame® for Insurance Solvency II Stress Testing enables a centralized approach to stress testing that is operationally efficient, overcoming the cost and resource issues that hinder a Insurance’s ability to drive their investments in a prudent way.
A dedicated framework, and working with assumptions that are in line with the actual stressed situation faced by the organisation and with the models actually used for the production of regulatory submissions, gives confidence in the results and subsequent report. As such, the results of the Stress Test and ad-hoc scenario analyses are respected in the business and action is taken on the reports.
Crucially, re-running stress tests to see whether restructuring in light of previous insights has created greater resilience, helps make and explain executive management decisions.
Xuber provides an insurance software solution with four main components - Xuber Policy, Xuber Claims, Xuber Billing, and Xuber Ceding - that can be deployed individually or together as an integrated system. The components provide functionality across the entire insurance lifecycle from submissions and quotes to policy administration, claims management, billing, and reinsurance. Key features include configurable products and workflows, a central data repository, third party integrations, and reporting dashboards.
INSORCETM is a product that automates the design of optimal target operating models for financial services firms. It uses sophisticated algorithms and market data to facilitate strategic decision making and tactical implementation. INSORCETM analyzes inputs from all functions as constraints and provides a neutral analysis to help stakeholders. It can model the impact of decisions in real time to help clients transform processes, people, infrastructure, and more to reduce costs while meeting objectives.
Evidence for my ePortfolio - I designed this 8-hour training to prepare employees for the installation of a new, more automated telephone system.
http://eportfolio4mwalkerwade.wordpress.com
This document provides definitions for various ITIL terms:
- Absorbed Overhead refers to overhead costs that are included in the costs of specific products or services through absorption rates.
- Absorption Costing is a principle where fixed and variable costs are allocated to cost units and total overheads are absorbed according to activity level.
- Action Lists are defined actions allocated to recovery teams and individuals within a phase of a plan and supported by reference data.
The document is a presentation by Frank Ungarten of Configuration Management Inc. (CMI) about CMI's services. It summarizes CMI's 20 years of experience in IT consulting and managed services, their expertise in enterprise software configuration management and application lifecycle management, and their innovative cloud and staffing solutions. It provides examples of CMI's engagements with various companies and the benefits realized, such as improved efficiency, reduced costs, and higher quality.
The value reference model document provides a high-level overview of the components and services that contribute value within an organization. It outlines the key auxiliary services including IT services, financial and accounting services, quality assurance services, and organizational intelligence services. The document also maps the relationships between business services, human resource services, product development services, supply chain services, customer relations services, and the auxiliary services that support them. Finally, it breaks down several of the auxiliary services such as IT services into further sub-components and services.
This document discusses the differences between process innovation and governance, risk, and compliance (GRC) in business process management. It outlines how GRC focuses on ensuring value for stakeholders through risk mitigation and compliance, while process innovation aims to provide value but performance depends on effective process design and optimization. The document also provides examples of processes that balance innovation with risk management and compliance controls.
Hadoop is quickly becoming the standard for data management for enterprises. But Enterprise buyers have more demanding requirements for their systems beyond what the early adopters needed. Join us for our 2-part webinar series and learn about our new advancements within Cloudera Enterprise, the Platform for Big Data, with new capabilities that extend our leadership in delivering what organizations require.
Cloudera set the industry standard with Cloudera Manager, the first end-to-end management application for Apache Hadoop. Now, it is extending that lead with the release of Cloudera Manager 4.5, which delivers expanded capabilities designed to simplify the management and adoption of Hadoop.
This presentation will show you how Cloudera Manager 4.5 allows you to:
- perform rolling platform upgrades
- consistently meet or exceed SLAs and RTOs through simplified management and process automation
- easily correlate and visualize metrics through intuitive and interactive charts
- manage heterogeneous clusters
- better integrate with existing enterprise IT management tools via SNMP
…and much more
An effective business process management system is needed for delivering citizen-centric services across governments. Several e-governance initiatives have been implemented at different levels to create a citizen-centric environment, but the processes need to be monitored, controlled, and changed quickly to deliver new and improved services. Business process management focuses on aligning an organization's processes with client needs and aims to continuously improve processes through tools that allow users to strategize functions, define baseline processes, simulate changes, analyze simulations, and select improvements. For governments, this can mean saving money and improving citizen services by making interactions within and across agencies more efficient.
This document discusses measuring progress towards goals. It introduces performance measurement and explains that measuring progress scientifically captures desirable changes in performance areas. It outlines key aspects of developing a measurement system, including measuring activity levels and results. Good performance measures should be measurable, observable, reliable, controllable, and active. The document provides examples of measuring performance for buses, budgets, restaurants, grocery stores, and car dealerships using the four dimensions of speed, accuracy, volume, and investment.
Provider Network & Performance Management Framework, a comprehensive business intelligence Platform manage life cycle processes including contracting, credentialing, provider performance Management and Network adequacy optimization. Find more on Offerings & key Features.
This document discusses data governance at Guide Dogs. It introduces data governance and defines it. It explains why data governance is important due to Guide Dogs' growing programs, systems, and locations. It describes how Guide Dogs is ensuring data is handled compliantly across the organization through a Data Governance Board. The board addresses issues, defines data elements, and agrees on data quality and security requirements. The document outlines where Guide Dogs is in implementing data governance and next steps around a "Data Day," privacy campaigns, and streamlining the board structure.
The document discusses various user experience features of empowerID including a service catalog, workspace, and resource manager. It also describes drag and drop WYSIWYG designers for workflows, lookups, menus, pages, and reports that can be used without coding. All features are copyrighted and trademarks of The Dot Net Factory.
This document provides an overview of ITIL v3 and the service catalog. It defines key terms like customers and users. ITIL v3 focuses on delivering value to customers and integrating IT services with business needs. The ITIL v3 publication structure includes core guidance, complementary guidance, and web-based add-ons. The ITIL v3 service lifecycle includes five phases: service strategy, service design, service transition, service operation, and continual service improvement.
Effectively capturing and managing requirements is critical in any IT project. Business analysts and others gathering requirements know how to capture and document processes, data and user tasks. But what about the decisions at the heart of your business? How can you effectively identify, document and model the repeatable, operational decisions crucial to success with business rules and predictive analytics? In this webinar we will share practical advice developed from real-world customer projects.
This document discusses how automating business rules with Corticon's Business Rules Management System (BRMS) can help organizations make better, faster decisions and achieve greater operational agility. Corticon's model-driven BRMS allows users to model, automate, and maintain operational decisions and the underlying business rules without programming. This helps ensure consistency, accuracy, and the ability to quickly change rules in response to shifting business needs or regulations. The system manages the entire lifecycle of operational decisions across industries such as insurance, financial services, and government.
The document discusses a case study of Newgen providing an enterprise document management solution to a state-owned company in Gujarat, India. The solution automated the proposal and approval processes, reducing turnaround times by 80% and paper usage by 90% while lowering costs. It provided benefits like increased transparency, accountability, and disaster recovery capabilities. Newgen has over 700 successful installations globally and prominent clients across industries.
IT service management (ITSM or IT services) is a discipline for managing information technology (IT) systems, philosophically centered on the customer\'s perspective of IT\'s contribution to the business. ITSM stands in deliberate contrast to technology-centered approaches to IT management and business interaction. The following represents a characteristic statement from the ITSM literature:
Providers of IT services can no longer afford to focus on technology and their internal organization[;] they now have to consider the quality of the services they provide and focus on the relationship with customers.ITSM is process-focused and in this sense has ties and common interests with process improvement movement (e.g., TQM, Six Sigma, business process management, CMMI) frameworks and methodologies. The discipline is not concerned with the details of how to use a particular vendor\'s product, or necessarily with the technical details of the systems under management. Instead, it focuses upon providing a framework to structure IT-related activities and the interactions of IT technical personnel with business customers and users.
The document discusses levels of IT-enabled business transformation from localized exploitation to business scope redefinition. It compares the five levels in terms of their distinctive characteristics, major strengths and potential weaknesses, and management challenges. The levels range from leveraging IT functionality to redesign focused areas to redesigning key business processes and networks. Higher levels indicate greater benefits but require more organizational changes.
The document discusses process improvement for grading at the IMM program. It finds that the current grading process lacks transparency and is not well understood by students. To address this, it applies operations management theories like the DMAIC cycle of define, measure, analyze, improve, and control. The document analyzes the grading process, identifies areas for improvement, and proposes changes like publishing grading criteria, providing more feedback, and increasing transparency. It finds that implementing these process improvements could increase student satisfaction while being cost neutral for faculty and staff.
eFrame® for Insurance Solvency II Stress TestingSecondFloor
Today not many insurance can claim their Stress Test report is credible enough to base their management strategy on.
Add to this the governance and workflow for each risk type, ensuring modelling processes and risk calculations are running on time and based on validated data, insurers can feel confident that ongoing compliance and supervisory review will be efficient. Having all this is in one proven solution eases the stress of bringing about the positive change intended by the Solvency regulations.
Business Benefits
eFrame® for Insurance Solvency II Stress Testing enables a centralized approach to stress testing that is operationally efficient, overcoming the cost and resource issues that hinder a Insurance’s ability to drive their investments in a prudent way.
A dedicated framework, and working with assumptions that are in line with the actual stressed situation faced by the organisation and with the models actually used for the production of regulatory submissions, gives confidence in the results and subsequent report. As such, the results of the Stress Test and ad-hoc scenario analyses are respected in the business and action is taken on the reports.
Crucially, re-running stress tests to see whether restructuring in light of previous insights has created greater resilience, helps make and explain executive management decisions.
Xuber provides an insurance software solution with four main components - Xuber Policy, Xuber Claims, Xuber Billing, and Xuber Ceding - that can be deployed individually or together as an integrated system. The components provide functionality across the entire insurance lifecycle from submissions and quotes to policy administration, claims management, billing, and reinsurance. Key features include configurable products and workflows, a central data repository, third party integrations, and reporting dashboards.
INSORCETM is a product that automates the design of optimal target operating models for financial services firms. It uses sophisticated algorithms and market data to facilitate strategic decision making and tactical implementation. INSORCETM analyzes inputs from all functions as constraints and provides a neutral analysis to help stakeholders. It can model the impact of decisions in real time to help clients transform processes, people, infrastructure, and more to reduce costs while meeting objectives.
Evidence for my ePortfolio - I designed this 8-hour training to prepare employees for the installation of a new, more automated telephone system.
http://eportfolio4mwalkerwade.wordpress.com
This document provides definitions for various ITIL terms:
- Absorbed Overhead refers to overhead costs that are included in the costs of specific products or services through absorption rates.
- Absorption Costing is a principle where fixed and variable costs are allocated to cost units and total overheads are absorbed according to activity level.
- Action Lists are defined actions allocated to recovery teams and individuals within a phase of a plan and supported by reference data.
The document is a presentation by Frank Ungarten of Configuration Management Inc. (CMI) about CMI's services. It summarizes CMI's 20 years of experience in IT consulting and managed services, their expertise in enterprise software configuration management and application lifecycle management, and their innovative cloud and staffing solutions. It provides examples of CMI's engagements with various companies and the benefits realized, such as improved efficiency, reduced costs, and higher quality.
The value reference model document provides a high-level overview of the components and services that contribute value within an organization. It outlines the key auxiliary services including IT services, financial and accounting services, quality assurance services, and organizational intelligence services. The document also maps the relationships between business services, human resource services, product development services, supply chain services, customer relations services, and the auxiliary services that support them. Finally, it breaks down several of the auxiliary services such as IT services into further sub-components and services.
This document discusses the differences between process innovation and governance, risk, and compliance (GRC) in business process management. It outlines how GRC focuses on ensuring value for stakeholders through risk mitigation and compliance, while process innovation aims to provide value but performance depends on effective process design and optimization. The document also provides examples of processes that balance innovation with risk management and compliance controls.
Hadoop is quickly becoming the standard for data management for enterprises. But Enterprise buyers have more demanding requirements for their systems beyond what the early adopters needed. Join us for our 2-part webinar series and learn about our new advancements within Cloudera Enterprise, the Platform for Big Data, with new capabilities that extend our leadership in delivering what organizations require.
Cloudera set the industry standard with Cloudera Manager, the first end-to-end management application for Apache Hadoop. Now, it is extending that lead with the release of Cloudera Manager 4.5, which delivers expanded capabilities designed to simplify the management and adoption of Hadoop.
This presentation will show you how Cloudera Manager 4.5 allows you to:
- perform rolling platform upgrades
- consistently meet or exceed SLAs and RTOs through simplified management and process automation
- easily correlate and visualize metrics through intuitive and interactive charts
- manage heterogeneous clusters
- better integrate with existing enterprise IT management tools via SNMP
…and much more
An effective business process management system is needed for delivering citizen-centric services across governments. Several e-governance initiatives have been implemented at different levels to create a citizen-centric environment, but the processes need to be monitored, controlled, and changed quickly to deliver new and improved services. Business process management focuses on aligning an organization's processes with client needs and aims to continuously improve processes through tools that allow users to strategize functions, define baseline processes, simulate changes, analyze simulations, and select improvements. For governments, this can mean saving money and improving citizen services by making interactions within and across agencies more efficient.
This document discusses measuring progress towards goals. It introduces performance measurement and explains that measuring progress scientifically captures desirable changes in performance areas. It outlines key aspects of developing a measurement system, including measuring activity levels and results. Good performance measures should be measurable, observable, reliable, controllable, and active. The document provides examples of measuring performance for buses, budgets, restaurants, grocery stores, and car dealerships using the four dimensions of speed, accuracy, volume, and investment.
Provider Network & Performance Management Framework, a comprehensive business intelligence Platform manage life cycle processes including contracting, credentialing, provider performance Management and Network adequacy optimization. Find more on Offerings & key Features.
This document discusses data governance at Guide Dogs. It introduces data governance and defines it. It explains why data governance is important due to Guide Dogs' growing programs, systems, and locations. It describes how Guide Dogs is ensuring data is handled compliantly across the organization through a Data Governance Board. The board addresses issues, defines data elements, and agrees on data quality and security requirements. The document outlines where Guide Dogs is in implementing data governance and next steps around a "Data Day," privacy campaigns, and streamlining the board structure.
The document discusses various user experience features of empowerID including a service catalog, workspace, and resource manager. It also describes drag and drop WYSIWYG designers for workflows, lookups, menus, pages, and reports that can be used without coding. All features are copyrighted and trademarks of The Dot Net Factory.
This document provides an overview of ITIL v3 and the service catalog. It defines key terms like customers and users. ITIL v3 focuses on delivering value to customers and integrating IT services with business needs. The ITIL v3 publication structure includes core guidance, complementary guidance, and web-based add-ons. The ITIL v3 service lifecycle includes five phases: service strategy, service design, service transition, service operation, and continual service improvement.
Key performance indicators (KPIs) measure how well a business is achieving its objectives. KPIs should be simple, easy to interpret and show actual performance compared to targets. There are five categories of operational KPIs: safety, quality, delivery, cost, and motivation. A well-defined set of KPIs that are specific, measurable, attainable, relevant and time-bound can drive improvement and culture change within an organization to help it better target objectives and control performance.
Este documento presenta información sobre un curso de Service Desk. El curso cubre temas como los requisitos estratégicos, el desarrollo del rol, habilidades directivas, gestión de calidad, herramientas y tecnologías, y liderazgo. El objetivo principal es formar a los asistentes en las mejores prácticas para la gestión de un centro de servicio siguiendo estándares como ITIL. El curso busca capacitar a gerentes, coordinadores y personal de soporte de TI.
ITIL is a set of best practices for managing IT services, development, and operations consisting of a series of books. A service desk provides a single point of contact for users and IT to improve customer service and support incident management, problem management, request fulfillment, and access management processes. An effective service desk is structured and staffed appropriately with trained personnel to resolve incidents quickly and at a low cost while meeting customer satisfaction metrics.
Our SDC Story, Stacey Smith, Leo Minter & Joe Powell, Kingfisher IT ServicesService Desk Institute
This document discusses the journey of Kingfisher IT Services (KITS) in achieving Service Desk Institute (SDI) certification for its service desk operations. It started in 2013 with failing KPIs and low customer satisfaction. Through implementing customer surveys, reorganizing teams, upgrading technology, and improving the work environment, KITS achieved 2-star SDI certification in 2014. Subsequent years involved additional improvements like developing analysts' skills and engaging customers, leading to maintained 2-star status in 2015 and achieving 3-star certification in 2016. Today KITS aims to provide world-class support through an experienced team that hits targets and delivers high customer satisfaction levels. Future plans include unifying service desks and adopting more ITIL practices
Senior Management Service Desk Report Sample Larry Davis
The Service Desk saw a significant increase in ticket volume in January compared to previous months. An investigation found that over 1,000 tickets in previous years were never reported, accounting for 10% of the total volume. The increase in hardware refresh projects and new asset data cleanup also contributed. While incidents decreased, requests and tasks increased, showing improved use of the ticketing system. Productivity was 13% lower than normal due to time off. Several IT projects fell behind schedule in January.
Maxine Hubbard & Stuart Beale share the story of how their service desk planned, implemented and measured their improvements using the Service Desk Standard to achieve certification.
NBC Universal's International Service Desk achieved a 3-star rating in their July 2016 surveillance audit, up from a 2-star rating in their initial June 2015 audit. The service desk improved processes and procedures from 1.5 to 3.06 and customer satisfaction from 1.36 to 3.57 between audits. For the future, the service desk aims to focus on customer satisfaction, leverage improved reporting, look for opportunities to better interact with the global business, and achieve a business-led rating in their next audit.
CGI's service desk has achieved 5-star certification for customer service for 4 consecutive years, making it the only outsourced service desk in the world with this recognition. The document discusses CGI's journey to improve customer satisfaction, staff culture and training, key performance indicators, community outreach programs, and health and wellness initiatives that help maintain high service standards and a supportive work environment.
Logistics involves the flow of materials from suppliers to an organization and then out to customers. It includes planning, implementing, and controlling the efficient movement of goods and services. Materials can be both tangible items like raw materials as well as intangible things like information. A supply chain consists of the activities and materials that move through organizations from initial suppliers to final customers.
The document discusses evolving IT service desks to better meet business and customer needs. It notes that CEO agendas prioritize customer care, product innovation, and IT performance. Customers want faster support, better information access, and more innovative ideas from IT. To evolve, service desks need to focus on business goals, optimize existing technologies, understand trends, and adapt infrastructure, business tools, and services. The future involves incentivizing alignment, changing ticket mixes, intervening early, closing tickets on time, and gathering feedback to improve experiences. Key questions are how to drive more self-service, share experiences with customers, establish metrics and service level agreements, ensure expertise is cross-functional, and define the skills of modern service desk agents
Optimizing Service Desk Interactions with Knowledge Management - BMC Engage 2015Jon Stevens-Hall
This document discusses optimizing service desk interactions with knowledge management. It notes that knowledge is becoming more important as digital businesses deploy more digital services. While this presents challenges for IT support like knowledge taking time to produce, knowledge is fundamental to an assistive service tool. The document outlines BMC Software's focus on enabling the power of knowledge through features like instant knowledge presentation, collaboration, knowledge underpinning self-service, and fast assisted knowledge creation. It provides an overview of BMC's Knowledge Centered Support approach and roadmap to scale knowledge to better support the growing digital enterprise.
ITTM : How to quantify troubleshooting skillNoel Temena
This document discusses using problem duration alone to measure technician performance is inaccurate. It proposes measuring troubleshooting efficiency by calculating the time taken to identify the problem cause. Two technicians are used as an example where Technician B identified the problem cause in less time, showing better troubleshooting skills despite both having the same problem duration. It then provides an example using potential faults in a Windows 7 networking issue to demonstrate how to calculate troubleshooting efficiency in minutes taken per fault identified.
This document summarizes a presentation about outsourcing help desk services. It discusses how help desks are important but often problematic to manage internally. Outsourcing can provide experienced support staff while avoiding costs associated with equipment, overhead, and full-time employees. Common outsourced services include troubleshooting, installations, and virus removal. Outsourcing offers benefits like reduced costs, quicker setup than in-house, and focusing on core business instead of infrastructure. Attendees polled about their vendor support experiences and interest in outsourcing, with most indicating they were more interested after the presentation.
The document provides a staffing plan and analysis for the Enterprise Service Desk team. It summarizes the current staffing model, operational hours, monthly contact volume and types. An analysis of call volumes per hour shows the current staff is insufficient to meet service level requirements during peak hours. The document proposes adding one additional staff member to improve coverage during peaks and estimates staffing needs for weekend hours. It identifies risks around changing interpretations of service level requirements that could impact staffing needs.
ITIL V3 and ISO 20K Cert Schemes - ITSM Academy WebinarITSM Academy, Inc.
This document summarizes and compares the ITIL and ISO/IEC 20000 certification schemes. It discusses ITSM Academy's accreditation to provide ITIL Foundation, Practitioner, and Manager certifications as well as ISO/IEC 20000 certifications through public and private training courses. The ITIL v3 certification scheme described contains four levels, with Advanced certification at level 4.
The IT Service Desk exceeded their targets for both customer satisfaction and service level in August 2010. Customer satisfaction was 4.47 out of 5, above the target of 4.0, and service level was 97.10% on time request completions, above the 95% target. Several customers provided positive feedback about the great service and passion of the IT Help Desk team.
Service Catalog & Request Fulfillment, the cornerstone of IT Service ManagementBMC Software
As your business embraces user self-service, so must your IT department embrace the service catalog. Service catalogs have become the heart of IT management as IT organizations seek to reduce call volume and improve user satisfaction. When embraced by IT and the business, a service catalog provides your customers a comprehensive view of your IT and business service offerings and enables the user to more seamlessly interact with IT and other aspects of the business. BMC Software and Pink Elephant review how adopting ITIL best practices for service catalog management and request fulfillment can help your IT organization
The document describes various IT management products from different vendors and their key features and benefits. It provides high-level summaries of products for service management, application performance monitoring, IT operations management, capacity management, service asset and configuration management, and ICT infrastructure management. Each product is described in 1-2 paragraphs highlighting its purpose and main unique selling points.
HP Business Technology Optimization for Operations provides a comprehensive set of solutions to automate IT operations tasks and make outcomes more predictable. The solutions are designed to improve efficiency across the service lifecycle from design to retirement. They utilize three key concepts: lifecycle management, automation of operations tasks, and an integrated approach across the value chain. Modular solutions allow enterprises to solve critical problems first and later expand the solution, with components that provide common views and processes.
Dexon Service Desk Director is a product designed to deliver high quality IT service management through features that adhere to ITIL standards. It provides a single point of contact for internal and external users to report incidents, problems, changes, and service requests. The product allows organizations to standardize processes, minimize disruptions, and ensure the proper administration of incidents.
This document introduces SNP T-Bone Data Provisioning and Masking (DPM), a module that helps companies provision optimized test data from their ERP production systems. DPM addresses challenges like regularly refreshing QA systems, anonymizing sensitive data for non-production use, and reducing data volumes for storage efficiency. It provides a flexible tool to select relevant data, apply customizable masking and reduction rules, and optimize data for various test phases while meeting compliance requirements.
This document discusses implementing successful IT service management (ITSM) systems. It begins with basic definitions of ITSM, ITIL, and ISO 20000. It then covers the ITSM hierarchy and various ITSM certifications for organizations and professionals. The document outlines the implementation process in three phases and emphasizes focusing on people, processes, and technology. It provides an overview of various ITSM tools and technologies and concludes with factors that can lead to ITSM resistance and tips for successful change management when implementing ITSM.
The document discusses using the Skills Framework for the Information Age (SFIA) to create an effective IT organization. It summarizes that SFIA can play a key role in linking an organization's design to its talent strategy by defining required skills and competencies. An effective strategy also considers people processes like performance management, retention, and recruitment to acquire, develop, and manage the necessary talent. While SFIA is useful, an organization must have complementary operating models, HR processes, and a talent strategy to address IT's unique challenges.
The document provides an overview of ITIL (Information Technology Infrastructure Library). ITIL is a framework for IT service management that organizations implement to improve efficiency, reduce costs, and enhance customer satisfaction. The summary highlights key benefits of ITIL including increased productivity, reduced resolution times, improved quality of service, optimized agreements, and cost savings realized by companies that have adopted ITIL best practices. It also outlines the five core ITIL books that cover strategy, design, transition, operations, and continual improvement of IT services.
The document discusses a mobile solution called FieldService that provides service technicians access to critical information when working in the field. It allows technicians to view service histories, inventory statuses, work orders and messages in real-time. This improves efficiency, strengthens customer relationships and ensures technicians have the necessary parts to complete jobs successfully. The solution keeps core systems like ERP and CRM updated at all times from any location.
Allgress Business Risk Intelligence provides consistent, repeatable and defensible metrics to help CISOs align security programs with business objectives. It aggregates massive amounts of risk data and turns it into meaningful intelligence through effortless dashboards and analytics. This helps identify under-exposed risk areas, prioritize security appropriately, and demonstrate how initiatives impact an organization's security posture and business results.
SAS Predictive Asset Maintenance enables organizations to reduce the risk of revenue loss by reducing asset and plant downtime. By predicting events that can cause outages, the solution can help reduce the amount of unplanned maintenance and maintenance costs. It also helps organizations run their assets at peak performance, improving quality and reducing energy costs.
ITIL benefits include increased efficiency, customer satisfaction, agility, cost reduction, compliance, and realized savings. Companies implementing ITIL processes see benefits like increased productivity, reduced downtime, optimized service levels, and demonstrated IT value. Case studies found significant cost savings, such as Shell Oil saving $5M on software upgrades and Nationwide Insurance reducing outages 40%.
Transforming it processes and culture to assure service qualityHemant Nagar
IT LEADERS ARE CREATING NEW CROSS-DOMAIN, CROSS-ORGANIZATIONAL PROCESSES TO CLOSE THE IT OPERATIONS-BUSINESS GAP. Service Operations Management helps organizations implement mature IT processes for managing business services in both traditional and cloud-connected environments. It uses information from various tools to build real-time views of services and more efficiently pinpoint sources of service impact. This approach helps improve triage and remediation of issues while maintaining required service quality and reducing inefficient meetings.
The document describes the Teletrips Management System, which helps organizations transition to more flexible work arrangements. It provides tools to effectively manage this transition, improve employee effectiveness, and enhance environmental efficiency. The system guides individual participation decisions, ensures proper approvals and training are in place, and allows organizations to track implementation status. It also provides real-time performance monitoring and quarterly impact reports.
Gss America's "Managed IT Services" Overviewrockynaidu
GSS America is a 10-year old global managed IT services provider headquartered in Hyderabad, India. It offers a full suite of managed IT services including helpdesk, desktop management, collaboration tools management, virtualization, and infrastructure optimization services. GSS aims to help enterprises focus on their core competencies by managing their IT infrastructure and applications. It has offices worldwide and over 300 clients including many Fortune 500 companies.
The document discusses process innovation and its importance for business. It found that improving business process effectiveness is the top priority for executives. Process innovation blends process discovery, modeling, execution, change, governance, analytics and visibility to achieve better outcomes like increased efficiency and productivity. Triggers that signal the need for process innovation include poor visibility, lost productivity, inefficient environments, and inability to change processes quickly. The document outlines building blocks for process innovation like empowering users, flexible integration, simplicity, validation of changes, and real-time visibility and optimization.
Microsoft power point technologies and solutions for it governance prasopchokeSoftware Park Thailand
This document discusses IT governance and compliance. It outlines challenges around interpreting regulations, managing compliance across business functions, and addressing compliance requirements that are duplicative or change frequently. It also notes the need to simplify compliance monitoring and reduce audit preparation time. The document proposes that a centralized solution could help by defining requirements, monitoring systems for compliance, and providing reporting on compliance status and incidents. This could help organizations better achieve compliance goals while focusing on business needs and reducing costs.
The three elements of project management, people, processes, and tools must focus on processes first.
Without a process, the tools have no purpose.
Without a process, the people are unguided, or at best self guided
BMC - Business Service Management Overviewmartincbrennan
BMC pioneered the concept of business service management (BSM) to help align IT operations with business needs. BSM provides a unified platform to simultaneously reduce IT costs, increase business impact, improve quality of service, manage risk, and provide transparency. The document describes how BSM can help organizations address critical IT initiatives such as data center automation, mainframe cost optimization, proactive operations, and virtualization.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
1. Service Desk Incident Management Problem Management Configuration Management Change Management Release Management
GOALS GOALS GOALS GOALS GOALS GOALS
Providing a SPOC for customers To restore normal service operation as To minimize the adverse impact of incidents To account for all IT assets, configurations To ensure standard methods and procedures To plan and manage releases to the customer
quickly as possible and minimize adverse and Problems on the business that are caused and services within organization are used for efficient and prompt handling of successfully
Facilitating the restoration of normal
impact on business operations by errors within the IT Infrastructure, and to all changes
operational service with minimal business To provide accurate information and To consider all technical and non-technical
prevent recurrence of incidents relating to
impact on the customer within agreed SLA documentation on configurations and assets aspect of a release by taking a holistic view of
To minimize the adverse impact of change
those errors
levels and business priorities to other SM processes upon service quality implementing changes to IT services
In order to achieve this goal, Problem To provide a sound basis for incident, To assess the potential benefits of change to
Management seeks to get to the root cause of problem, change and release management the organization against the risk and
Incidents and then initiate actions to improve associated costs to the organisation
To verify configuration record and correct
or correct the situation exceptions
OBJECTIVES OBJECTIVES OBJECTIVES OBJECTIVES OBJECTIVES OBJECTIVES
To provide a single point of contact for Restore normal service as quickly as possible To provide accurate configuration To plan the successful roll-out of software
Customers information and related hardware
Minimize the adverse impact if incident to the
business
To facilitate the restoration of normal To define and document processes and To design and implement efficient procedures
operational service with minimal business procedures for the distribution and installation of changes
Proactively identify enhancements to services
impact on the Customer within agreed service to IT systems
To identify, label and record CI
Check accuracy of configuration details
levels and business priorities To communicate and manage the expectations
To control and store authorized specifications
Minimize the risk of lost incidents
of the customer
documentation and software
Monitor for SLA compliance
To ensure implementations are traceable,
To report on status and history of CIs
Collect management information
secure and that only correct, authorized and
To record changes to CI in a timely way
tested version are installed
To audit physical items and reconcile any
To agree the exact content and roll-out plan
differences between them and the CMDB
for the release, trough liaison with change
To educate and train in control processes
mgt.
To produce metrics on CI, changes and
To ensure that master copies of all software
releases
are secure and that the CMDB is updated
To audit and report and exceptions to
To ensure that all hardware being rolled out
standards and procedures
or changed is secure and traceable, using the
service of configuration management.
PROCESS PROCESS PROCESS PROCESS PROCESS PROCESS
This is a FUNCTION Problem control
Detection and recording Planning Initiating and logging Release planning
Problem identification and recording
Classification and initial support Identification Initial filtering Release design build and configuration
Problem Classification
Investigation and diagnosis Control Allocating initial priority Release acceptance
Problem investigation and diagnosis
Resolution and recovery Status accounting Categorization Roll out planning
RFC and Problem resolution and closure
Closure Verification and auditing Assessing impact and resource Communication Preparation and training
Error Control
Ownership Monitoring tracking and Authorizing and approving Distribution and installation
Error identification and recording
communication Scheduling Release mgmt and CMDB
Error assessment Building
Record error resolution Testing
Close any open incidents and then Problem Implementing
Reviewing
ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES
Receiving calls, first-line customer liaison Incident detection and recording Problem control Planning Accept Changes Release Policy and planning
Recording and tracking incidents and Classification and initial support Error control Identification Prioritize and classify changes Release design, build and configuration
complaints Proactive problem management
Investigation and diagnosis Control Coordinate change impact assessment Release acceptance, sign-off for
implementation
Keeping customers informed on request status Identifying trends
Resolution and recovery Status accounting Coordinate approval of changes
and progress Targeting Support Action Rollout Planning
Incident closure Verification and auditing Coordinate scheduling of changes
Making an initial assessment of requests, Prevention of Inc&Problems Extensive Testing
Incident ownership, monitoring, tracking and Coordinate implementation of changes
attempting to resolve them or refer them to communication Obtaining management information Communication, preparation and training
Conduct post implementation reviews
Monitoring and escalation procedures relative Major problems reviews HW and SW audit prior to Implementation of
Provide management information about
to the appropriate SLA Identifying problems Change
Change Management quality and operations
Closing incidents and confirmation with the Installation of new or upgraded SW
customers Storage of Controlled SW
Coordinating second and third line support Release, Distribution and the Installation of
Highlighting Customer Education & Training SW
Needs
INPUTS INPUTS INPUTS INPUTS INPUTS INPUTS
Incident details sourced from Service Desk, Incident details RFCs Release definition
networks or computer operations CMDB details CMDB Release Plans, Test plans & Acceptance
FSC – Forward Schedule of Changes Criteria
Configuration details from CMDB Incident Management workarounds
Response from Incident matching against Copies of Installation media and instructions
Problems and Known Errors
Resolution details
OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS
CSF: RFC for Incident resolution Known errors FSC Detailed Release & Build instructions
Customer requirements and Business Needs Updated Incident record (incl. resolution RFCs RFCs Purchase orders, licences & warranties for 3rd
have to be understood well and/or Work-arounds) party HW and SW
Updated and Closed problems CAB minutes and actions
Training of Customers and SD Staff Resolved and closed Incidents Automated installation scripts and test plans
Updates to Incidents Change Management Reports
Objectives, Goals and Deliverables defined Communication to Customers Management Master copies of install. Media and install.
Management Information
Service Levels - defined, agreed upon and information (reports) Instructions (stored in DSL)
regularly reviewed Back-out procedures
Benefits accepted by the business Tested Install procedures, Release
Components, backout procedures
Known errors tobe carried into live env.
2. Service Desk Incident Management Problem Management Configuration Management Change Management Release Management
BENEFITS BENEFITS BENEFITS BENEFITS BENEFITS BENEFITS
A prime deliverer of customer satisfaction Reduced advise business impact, increasing A cycle of increasing IT quality accurate information on CIs and their Less adverse impact of changes on the quality Ability to cope with higher frequency of
with IT effectiveness documentation of IT services and SLA releases without sacrificing IT service quality
Reduced number of avoidable incidents
SPOC allowing improved accessibility Better staff utilization, greater efficiency Controlling valuable CIs A better assessment of the cost of proposed Greater success rate of releases
Reduced impact on service availability
changes, before it is incurred
Request dealt with faster and better Systems enhancements and amendments may adherence to legal obligations Consistency of releases
Quicker recovery
be identified A reduction in the number of changes that
Improved teamwork and communication financial and expenditure planning Minimal disruption to service
Improved organizational learning
System of escalation – minimizing have to be backed-out, but an ability to be
Facilitation of proactive approach Making software Changes visible Known quality of hardware and software in
Improved customer productivity
able to do this more easily
detrimental effect on service availability live use
Reduced Business impact of failures Contributing to contingency planning
Learn from past experiences
An ability to absorb a higher level of change
More accurate CMDB information Stability of test and live environment
Improved control and management of Supporting and improving Release
Good reputation for IT department
without difficulty
(verification of CIs by SD)
infrastructure Management Ability to set expectation with publication of
Greater control of IT services trough
Increased visibility and communication of
Coordinated and improved MI an advance release Schedule
Better usage of IT staff Improving security by controlling the
management information
changes to both business and service support
Improved monitoring, allowing performance versions of CIs in use Reduction in Incidents caused by poor release
Increased Business productivity
staff
measurement against the SLA Enabling the organisation to reduce the use of Audit trail of changes to the live environment
The provision of meaningful management
Improved risk assessment
Elimination of lost or incorrect Incidents and unauthorised software
information Reduced risk of unauthorized, illegal or
Improved Problem and Availability mgt.
Service Requests Allowing the organisation to perform impact malicious software
Improved customer perception and
trough the use of valuable management
Reference to known errors and solutions, analysis and schedule Changes safely,
satisfaction Reduced time to release and fewer delays
information relating to changes
reducing reassessment of similar incidents efficiently and effectively Fewer Releases to be implemented
Increased productivity of key staff as less
Improved customer satisfaction Providing Problem Management with data on
need for diversion from planned duties to
trends
implement urgent changes or back our
erroneous changes
PROBLEMS PROBLEMS PROBLEMS PROBLEMS PROBLEMS PROBLEMS
No visible management and staff commitment Ineffective Incident Management Process Wrong CI detail level Implementing on over bureaucratic process Resistance from staff
Lack of clarify about business needs No reliable historical data for trend analysis adequate initial analysis and design attempt to bypass the process Circumvention of procedures may be
Limited integration – incidents, problems, Paper based system – bottleneck attempted
Working practices not reviewed or changed Configuration Management implemented in
Cultural difficulties – getting buy-in
errors isolation Staff may keep using emergency fixes
Poorly defined service objectives
Limited integration with development Lack of commitment to maintaining accuracy Reluctance to carry out a controlled build
No agreed customer service levels Contracts and third parties
Insufficient time for proactive work New versions are not installed on time at
Lack of knowledge for resolving Incidents Scope of change is too wide
remote locations
Bypassing the service desk
Inadequate training staff Ownership of impact systems is unclear
Unclear ownership and responsibilities
Inability to build effective knowledge base
Lack of integration with other processes Lack of configuration management
Release management procedures seen as
Inaccurate assessment of business impact
Lack of automated tools Inaccurate configuration detailes leading to
cumbersome and expensive
poor impact assessment
Lack of management and staff commitment
Resistance to change
Unavailable resources for adequate testing
Cultural difficulties Lack of management commitment
Unavailable machine and network resources
Poor sinchronisation of upgrades between
A lack of understanding of the release
platforms and across locations
Staff may be reluctant to back out from a
Back-out procedures are missing or un-tested
release
Handling of urgent changes
Poor testing environments and procedures
Progressing RFC is too manually intensive
may exist
Complex distributed or mobile infrastructure
Time-scales (too ambitious)
Lack of resources (people, products)
Skills RESPONSIBILITIES IM RESPONSIBILITIES PM RESPONSIBILITIES CONF MNGR RESPONSIBILITIES CHANGE MNGR ROLES AND RESPONSIBILITIES MIXED
WITH CHANGE, RELEASE AND TEST
Customer-focused Efficiency and effectiveness of IM process Developing and maintaining the process Works toward overall objectives agreed with Receive, log and allocate priority to all RFCs.
MANAGER
the IT Service Manager; implements Rejects unapproprial RFCs
articulate and methodical Producing management information Reviewing effectiveness and efficiency of
company’s Configuration Management Policy Roles defined centrally as required for
problem cont. error cont. and proactive Table RFCs for CAB meetings
trained in interpersonal skills Managing work
and standards specific Releases
functions Decides meeting participants according to
multilingual (if required) Developing and maintaining IM system
Roles “mixed” depending on package,
Evaluates existing ConfMngt systems and the
Producing management information RFC nature
RESPONSIBILITIES SD
able to understand the business's objectives
urgency, project…
design, their implementation, improvements;
Managing staff Convene Urgent CAB or CAB/EC meetings
Registering incidents
able to understand and accept that
for all URGENT RFC’s
Planning resources, monitoring and reporting ARCI Matrix (i.e. from RFC-Assessment-
Allocating support effort
Routing calls to support groups
the Customer's Problem affects the business
on progress against plan development-Testing-Implementing-
Chair ALL CAB meetings
Developing and maintaining tools
Initial support and classification
without the Customer there is no support
Audit&Review-Closure-CMDB update)
Proposes and agrees scope of Conf Mngt;
RESPONSIBILITYES Support staff Authorise acceptable Changes (according to
department Resolving and closing inc. at first contact
items to be controlled, information to be CAB decisions)
Identifying problems
the Customer is an expert in their own field Owning monitoring tracking and
recorded Issue FSC via Service Desk
Investigating problems and solutions
communicating
genuinely wanting to deliver a first-class
Develops (ConMngt) standards, plans and Liaise with all parties to Coordinate change
Raising RFCs
service. Closing incidents with customer agreement
procedures building, testing and implementation
RESPONSIBILITIES Specialists Monitoring and managing progress on known
general interpersonal skills
Raises awareness for new ConfM procedures Update Change log with progress
error resolution
Handling service request
telephone techniques
Recruitment and training of staff Review implemented changes
Advise Incident management staff on best
Monitoring incident details
writing techniques (letter, email, voice)
Evaluates Conf Mngt tools
workarounds Review all outstanding RFCs waiting
Investigation and diagnosis
active listening and questioning
Directly or indirectly customizes tools consideration or action
Assist in managing major incidents and
Detecting possible problems and assigning
stress and complaint management.
Ensures that correct roles and responsibilities
problems Analyze Change records to identify trends or
them to problem management process
are defined in Conf Mngt plans and apparent problems that can occur
Trend analyses
Resolution and recovery of incidents
procedures Close RFCs
Identifying source of potential Problems
Informing Service desk of progress
Naming conventions proposal Management reporting
Raising RFC to prevent Problems
Proposes and/or agrees interfaces with
Preventing Problems to be replicated
Change Mngt, Problem, Release, Network,
Instigating major problem reviews
Operations Mngt…
Plans and executes population of CMDB
Ensures regular housekeeping of
CMDBprovides management reports
Perform Configuration audits
Actions to secure funds for infrastructure &
staffing
Assists auditors on audits
3. Key Performance Indicators CRITICAL SUCCESS FACTORS Key Performance Indicators Key Performance Indicators Key Performance Indicators Key Performance Indicators
Ensure Long Term Customer Retention and Avoiding Repeated Incidents Managing Configuration Item Information Controlling Changes Producing Operable Solutions
Up-to-date CMDB
Satisfaction: Number of repeat incidents Number of Configuration Items logged and Number of RFCs processed Number of implementations bypassing CM
Knowledge Base
tracked
Percent Of Customers Given Satisfaction Number of existing Problems Number of RFCs rejected Number of implementations utilizing non-
Automated Incident Management system
Surveys standard components
Number of Configuration Items with attribute
Number of existing Known Errors Number of unauthorized changes detected
Close link to SLM for SLA targets
Customer Satisfaction Rating Of SD failures
Minimizing Impact Of Problems Number of implementations utilizing non-
Number of RFCs implemented on schedule
Key Performance Indicators
Percent Of Caller Hold Times Within Service Number of changes to Configuration Item licensed components
Average time for diagnosis of Problems
Numbers of Incidents Number of RFCs requiring reschedules
Targets attributes Number of implementations non-authorized
Average time for resolution of KE Making Quick and Accurate Changes Based On
Mean time to resolution
Percent Of Calls Responded To Within Number of additional Configuration Items Business Priorities Number of incidents caused by releases
Number of open Problems
Percentage within agreed response time
Service Targets Number of deletions of Configuration Items Number of RFCs marked as URGENT Number of failed Releases
Number of open Known Errors
Average cost per Incident
Number Of Incident Records Not Yet Closed Number and frequency of exceptions in Controlling Releases Into Production
Number of RFCs not tested prior to
Number of repeat Problems
Percentage closed by Service Desk
configuration audits
Number Of Calls Abandoned implementation Number of Releases implemented without a
Number of Major Incident/Problem reviews
Incidents per SD workstation
Assist In The Identification Of Business Providing Capability To Perform Risk Analysis corresponding RFC
Number of RFCs that failed
Percentage resolved without a visit
Opportunities: Of Changes and Releases Number of urgent releases
Number of RFCs without business case
Number Of Calls Referred To Sales Number of incidents caused by inaccurate Number of releases implemented but not
Number of RFCs bypassing CAB or CAB/EC
Organization configuration data adequately tested
Protecting Services When making Changes
Dollar Value Of Referred Calls To Sales Percentage of Services tracked with Number of releases implemented without
Number of SEV1 incidents caused by RFC
Organization Configuration Items versus known products operational assurance
implementation
Reduce Support Costs By Efficient Use Of and services Implementing Releases Into Production On
Number of SEV2 incidents caused by RFC
Resources and Technologies: Time
implementation
Percent Of Calls Resolved At The Service Number of Releases implemented
Number of other incidents caused by RFC
Desk Without Escalation Number of Releases implemented late
implementation
Staff Turnover Rate Number of RFCs without a backup strategy
Overall Cost Per Call.
Generic Benefits
Better alignment of IT Services to Business Needs
Improved quality of service – more reliable business support
More justifiable services from business perspectives
More Services uptime, less disruption to business
Save $$
Effective and efficient use of resources
Money invested in the right area
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