Better Days Thru Better Ways
-
Upload
hdi-orange-county -
Category
Business
-
view
339 -
download
1
description
Transcript of Better Days Thru Better Ways
Better Days thru Better Ways
Presented by
The DonnaCertified ITIL V3 Expert
A Typical Day at the Service Desk
The Customer Experience
• 10:03 – 10:07AM – First call from Mr. Smith
The Customer Experience
• 10:03 – 10:07AM – First call from Mr. Smith
• 11:55 – Noon – Follow Up with Tom Jones
The Customer Experience
• 10:03 – 10:07AM – First call from Mr. Smith
• 11:55 – Noon – Follow Up with Tom Jones
• 1:10 PM – Third call from Mr. Smith
The Customer Experience
• 10:03 – 10:07AM – First call from Mr. Smith
• 11:55 – Noon – Follow Up with Tom Jones
• 1:10 PM – Third call from Mr. Smith
• 1:15 PM – Second call to Tom Jones
The Customer Experience
• 10:03 – 10:07AM – First call from Mr. Smith
• 11:55 – Noon – Follow Up with Tom Jones
• 1:10 PM – Third call from Mr. Smith
• 1:15 PM – Second call to Tom Jones
• 1:35 PM – Call back to Mr. Smith; Mr. Roberts
The Customer Experience
• 10:03 – 10:07AM – First call from Mr. Smith
• 11:55 – Noon – Follow Up with Tom Jones
• 1:10 PM – Third call from Mr. Smith
• 1:15 PM – Second call to Tom Jones
• 1:35 PM – Call back to Mr. Smith; Mr. Roberts
• ….and the beat goes on…
How Could this have gone better?
• Confirm caller’s information
• Use the call reference number
• Set the caller’s expectations, by quoting the time frame
• Assign the ticket to the proper resource the first time by developing a Resource List
And…
• Being proactive, the Service Desk Agent should have followed up with the technician to get a status. If there is going to be a delay, contact the caller (Owning the Incident.)
And on and on and on….
There Must be a Better Way
• Process Improvement
• Continual Service Improvement
• Deming Quality Cycle
• Six Sigma
• CMMI
….Better Days thru Better Ways
The Proof is in the Pudding
• Results:– One of my customers increased their customer
base 30%; while only increasing staff by 10%– Another customer increased customer
satisfaction from 65% to 87% in less than one year
$$$ - The Bottom Line
• $25/call placed to the Service Desk
• Add in the cost of support teams
• Plus user’s production time lost (more than 3 hours and counting…)
The Competitive Edge
Organizations that continually seek to improve have a competitive edge over their competitors who do not follow that path
Process Improvement Projects
• Must be driven by strategic organizational goals
• Well-designed processes produce outcomes that are expected, efficient, effective and keep customers/users happy
• They produce long-term results• Must consider their effect on other existing
processes
Begin at the Beginning
“The first step toward success is taken when you refuse to be a captive of the environment in which you first find yourself”
-Mark Caine
Define Areas of Improvement
ITIL’s 4Ps of Service Management
• People
• Process
• Product (Technology)
• Partners (External Support)
People
• Leaders vs. Managers
• Corporate Return on Investment
• Staff Retention
• Managing our Support Teams
• Customers’ Perception (REALITY)
Process
Process errors account for 80% of all Incidents reported to the Service Desk (Human Error account for the remaining 20%)
Product (Technology)
To ensure high levels of Availability, we must have processes in place in the following areas:
• Maintainability
• Serviceability
• Replacement
• Capacity
• OLAs
Partners
• Underpinning Contracts must be maintained and levels of service enforced
• Vendor Selection Criteria
Scope
• Before making changes to a process, you need to understand the whole process from start to end
• Start with the users of the process
I.D. Points of Pain
Prioritize according to:
• Quick Wins
• Urgency– Production– Customer PERCEPTION
• Budget
• Other Resources
Process Selection
• Eliminate processes that do not contribute to your goals
• Identify your 30 most used processes– Call Handling– Service Requests– Access Change Requests
Obtain Approval to Proceed
• Create a Business Case
• Obtain Approval
• Determine Critical Success Factors– What will success look like– Can we measure it?
• Market your project– Change is always threatening– I.D. a “Champion”
Investigate
• Examine the activities from beginning to end
• Identify weaknesses and potential problem areas
Communicate
• Create a list of possible improvements
• Meet with users/customers to test and get feedback
• Convince them that they will be better off if we implement these improvements
Implement
• Use ITIL Change Management Practices
• Automate what you can
• Don’t forget– Testing (UAT)– Training– Communication– Customer Satisfaction (REALITY)
In Conclusion
Well-designed process:• Produce predictable outcomes that are
efficient, effective and keep customers/users happy and productive
• Eliminates “Islands of Knowledge”• Easier adherence to “Regulatory
Compliance”/Report ability• Easier to automate
Thank You for Attending
The Donnawww.TheITILMind.com