Improving Service Delivery
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Experience the differenceSTRATEGY ▪ CONSULTING ▪ SUPPORT
Improving Service Delivery
A Service Orientated Approach
Simon Hall, Senior Service Management ConsultantKirsty King, Telford and Wrekin Borough Council
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STRATEGY ▪ CONSULTING ▪ SUPPORT Experience the difference
So Why Does Microsoft Do Service Management
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Why Microsoft Needs Service Management
DatacenterMachines (SPM)
~24,000Lab Services
~50,000Other OU’s
40,000
Network Attached Devices
~80,000
Smart Phones~80,000
Supported Full Service Domains ~280,000
IP b
ase
d d
evice
s ~8
90
k
Supported Limited Service Domains ~5,000
AD
Clie
nts ~
42
0k
ConfigM
gr
~2
85
KPHX / GFS~250,000IP connected
Machines~500,000
NTDEV~24,000
Workstation OU280,000
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Auckland
Microsoft Offices in 105 Countries89k Employees Globally70k Vendors GloballyMicrosoft locations 400ConfigMgr Sites ~230ConfigMgr Clients ~300,000
Puget Sound37,213
Population
North America15,105
Population
Europe Middle East and Africa
18,893Population
Asia 14,839
Population
South America2,235
Population
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Why Microsoft Does ITSMConsumer and Business Services
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STRATEGY ▪ CONSULTING ▪ SUPPORT Experience the difference
So Why Does Premier Do Service Management
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BackgroundIndustry Trends for Operational Problems
Sources of downtime• People 40%• Process 40%• Technology+ 20%
Process40%
People40%
Other20%
Gartner Security Conference presentation "Operation Zero Downtime," D. Scott
Downtime
PeopleProcessTechnology
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BackgroundShifting the Balance
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The Impact of Downtime
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IT Service Management begins with the
SERVICE
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IT Departments that try to improve service often fail because they start looking inwardly, measuring what they do and creating SLAs.
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By focusing effort with the identification and definition of Business Outcomes or Services and creating a full portfolio, IT departments can demonstrate why they exist, and focus improvement on improving outcomes, then create SLAs that reflect Business Value.
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Talking about Service
Historically IT has talked
about ‘server’ uptime, and
assumed that this was an
accurate reflection of
what the business
experienced.
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Increasing Complexity
Typical ServiceUSERS
Expectations
BusinessWarra
nt
y
Dependencies
Exc
hang
e
Netw
ork
Sto
rage
Back
up
AD
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Telford and Wrekin Council
The Challenges
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Telford and WrekinChallenges
27,000 Customers
Services Provided to a multiuser estate
Limited definition of what IT provides
SLAs were cumbersome documents that do not reflect what we provide
Users define their own expectations
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Telford and WrekinThe Approach
Define to our customer base what we provide
Define the warranty that our services provide
Publish the boundaries of when services are supported
Create a single repository for all of our ICT support documentation
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Telford and WrekinThe Solution
A Service Catalogue
Define what is provided to whom and when
Allows IT to set Expectations
Assist in service transition from projects
Provide a facility to communicate directly with Schools
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Telford and WrekinThe Solution
Define what our Services are, and how to document them
Define the business groups that we provide to
Provide a once only data entry solution that displays information in different views depending on role
Provide a template for SharePoint that was customised specifically to our needs
Provide knowledge transfer and training
Provide a plan for a full implementation across all of IT
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Telford and Wrekin Council
The Solution
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People
Process
Technology
Value of a Service Orientated Approach
Re-establish peer-level communications between IT and the business Provide a common vocabulary for business
executives and IT to talk about the priorities and investments
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Questions