Linking Your People To Your Processes...–People Management: consistently evaluate essential job...
Transcript of Linking Your People To Your Processes...–People Management: consistently evaluate essential job...
Linking Your People To Your Processes
Combining the Best Practices of People Management
and Process Management to Achieve Excellence in
Service Management
Bill Payne – Principle Consultant – Dell Global Business Consulting
ITSMf SoCal Excellence in Service Management
03 August 2012
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Quick Intro & Biography
RolesCompanies
Certifications
Expertise
Bill Payne • Help Desk Analyst
• Desk Side Support
• E-Mail Engineer
• IT Service Delivery
Manager
• IT Director
• Consultant
• Pepsi-Cola
• Dell IT Department
• Parkstone Medical
• Whole Foods Market
• Amylin Pharmaceuticals
• Dell Global Business
Consulting
• Service Management
• Organizational Design & Change
Management
• Project & Program Management
• ITIL v3 Foundations
• Dell Certified Social Media and
Community Professional
• Married 10+ years to an HR
executive
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a.k.a. Why I’m Passionate about Service Management
Avoiding the “Deer in the Headlights” Look
“Thank you for the promotion. Now, what am I supposed to do?”
My outstanding engineer / project manager, newly promoted to Retail Systems Team Leader at Whole Foods Market
The look on my face when I realized I didn’t have a good answer.
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What is Service Management to You?
Definition of a ”Service” from ITIL v3
Service Management is monitoring and
optimizing the use of People, Process, and
Tools to perform a Service in a way that
delivers the designed value.
- My working definition
Definition of Service Management from ITIL v3
A service is a means of delivering value to
customers by facilitating outcomes customers
want to achieve, but without the ownership of
specific costs and risks
IT Service Management is the implementation and
management of Quality IT Services that meet the
needs of the Business. IT Service Management is
performed by IT Service Providers through an
appropriate mix of people, Process and
Information Technology.
System Design
PEOPLE
TOOLSPROCESS
SERVICE
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Service Management for High-Volume, End-User Facing Transactional ITIL Process Tasks
• Request Notification and Recording
• Classification and Process Initiation
• Coordination and Scheduling
• Delivery
• Request Closure
• Request Ownership, Monitoring, Tracking, and Communication
Incident Management
Request Management
• Incident Notification and Recording
• Classification and Initial Support
• Investigation and Diagnosis
• Recovery and Resolution
• Incident Closure
• Incident Ownership, Monitoring, Tracking, and Communication
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Ownership, Monitoring, Tracking, & Communication
Incident Management
Recording notifications
is the basis for all Service
Management activities.
Strong initial support
is the starting point
for both dimensions
of customer
satisfaction: process
and outcome.
Returning the customer
to a state of normal
operations and
productivity is the goal
of Incident Management
Track and Meet Service
Demand
Monitor Service
Timeliness & Quality
(intervene if needed)
Manage Process
Adherence
Incident
Closure
Recovery &
Resolution
(Potential)
Escalation
Measure ResultsDesign Service
Improvements
Coordinate &
Implement Service
Improvements
Investigation
& Diagnosis
Classification
& Initial
Support
Incident
Notification
&
Recording
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Ownership, Monitoring, Tracking, & Communication
Request Management
Recording notifications
is the basis for all Service
Management activities.
Strong initial support
is the starting point
for both dimensions
of customer
satisfaction: process
and outcome.
Delivers or Releases new
functionality to
customer.
Track and Meet Service
Demand
Monitor Service
Timeliness & Quality
(intervene if needed)
Manage Process
Adherence
Request
ClosureDelivery
(Potential)
Handoff
Measure ResultsDesign Service
Improvements
Coordinate &
Implement Service
Improvements
Coordination
and
Scheduling
Classification
& Process
Initiation
Request
Notification
&
Recording
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Service Management Tasks
MonthlyWeekly(Or more as needed)
Daily(Continuously)
Analyze group and
individual performance
metrics, examine
anomalies and exceptions
Review customer
satisfaction survey data
and deliver feedback in 1-
on-1's
Review SLA’s & customer
satisfaction survey data
and follow up on process
exceptions
Use insight into external
events and recurring
service patterns to predict
demand
Examine tickets for
reassignment in
accordance with
availability
Receive and act on
Undefined-Service
escalations
Continually monitor
analysts to ensure use
of defined service
delivery procedures
Ensure the number of
available
agents/analysts best
meets current demand
Track and Meet Service Demand
Monitor Service Quality
Manage Process Adherence
Monitor Service Timeliness
Take action to improve
processes or tools, to
manage performance,
and to predict challenges
Perform QC checks
against statistically
significant random service
requests for each analyst
Perform QC checks
against statistically
significant random service
requests for each analyst
Analyze ticket patterns
and correlate activities
to events – use to
refine planning
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Service Management Tools and Techniques
People Management
• Analyze group and individual
performance metrics, examine
anomalies and exceptions
• Perform QC checks against
statistically significant random
service requests for each
analyst
• Review customer satisfaction
survey data and deliver
feedback in 1-on-1's
• Continually monitor analysts to
ensure use of defined service
delivery procedures
• Be present and approachable
• Monitor Calls & Shadow Technicians
• Ask Why, Answer Why
Monitor Analysts
• Focus on free-form text fields (comments)
• Follow up on feedback with analyst and customer (if needed).
Customer
Satisfaction Data
• Review QC evaluations with analyst
• Facilitates / reinforces process changesQC Checks
• Compare analysts in similar roles to each other, in terms of number of tickets closed, resolution times, and customer satisfaction.
• Share Individual results against Group Average
Performance
Metrics
• Be fanatical about documentation in tickets
• Have the technology and skill to analyze data, not reports
• Have regular 1 on 1’s and link performance management to service delivery
Key Enablers
Things have to be used to be useful.
Demonstrate to your people that you are using the data
that comes from your service management tools to
measure results and to drive action!!!
ITIL Request QC
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Service Management Tools and Techniques
Process Management
• Receive and act on Undefined-
Service escalations
• Review SLA’s & customer
satisfaction survey data and
follow up on process
exceptions
• Take action to improve
processes or tools, or to
manage performance
• Continually monitor analysts to
use their insight to improve
your processes from their
perspective
• Encourage innovation within parameters
• The ability to change a broken process goes a long way to obtaining process adherence
Monitor Analysts
• Take action on the improvement opportunities from each day’s and week’s service management tasks
• Proactively seek out turnover documentation
Take Action
• Regularly look at “outliers” in resolution times, time spent, or ticket handoffs to find process improvement opportunities
• Design your transactional survey to rate your service delivery processes and the service outcome
SLA & Customer
Satisfaction
• All of your analysts should be trained to “raise the flag” if they cannot find a process or work instruction to follow
• Create a defined escalation path
Undefined-
Service
Escalations
• Embrace Continuous Improvement
• Build a Team of Process Experts and Reward Process Improvements
• Use a standard way to document your processes
Key Enablers
Things have to be used to be useful.
Demonstrate to your people that you are using the data
that comes from your service management tools to
measure results and to drive action!!!
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Service Management Tasks
MonthlyWeekly(Or more as needed)
Daily(Continuously)
Use round-table or staff
meetings to collaborate
on service improvements
Use round-table or staff
meetings to review
process changes
Collect and analyze data
for service management
tasks; internally review
mini-monthly
Examine Un-Defined
Service escalations for
opportunities to re-use
a process
Closely monitor new or
recently changed
processes to catch any
issues early
Monitor and supervise
inbound service
delivery channels
Measure Results
Coordinate & Implement Service Improvements
Design Service Improvements
Use input from
external stakeholders
to generate service
improvement ideas
Collaborate on upcoming
process changes with
external stakeholders
Compile, analyze, and
action-plan against
agreed-upon next
level metrics
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PLEASE HOLD YOUR QUESTIONS RE: SERVICE MANAGEMENT TECHNIQUES UNTIL THE END
NEXT UP – SERVICE MANAGEMENT MODELING TOOL
Linking Your People to Your Processes
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Service Management Modeling Tool for a Distributed ITIL Process Task
Hardware Asset
Management
• SERVICE TOWERS
• Request Asset / Track Assets / Update Asset Records
• Receive / Ship / Store Asset
• WAREHOUSE
• Prepare Asset for Deployment / Disposition
• PROCESS OWNER
• Manage Asset Life Cycle
• Audit and Reconcile Inventory
• ENTERPRISE SERVICE MANAGEMENT
• Control Asset Management Information
• Maintain Process Accountability
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Objective: Role Clarity
• How do you ensure an ironclad linkage between: – the People responsible for managing and delivering a Service and
– the Process designed to meet the service objectives?
• How do you ensure that each stakeholder and their leadership has an intimate grasp of their role in meeting the service objectives, – regarding staffing levels and
– specific responsibilities and deliverables?
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Service Elements
SERVICE
People
ToolsSystem Design
Process
Service Management is monitoring and optimizing the use of People, Process, and Tools to perform a Service in a way that delivers the designed value.
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Service Management Roles
Service Delivery Roles
ROLE
Service Elements – People in Roles
ROLE ROLE
People People
SERVICE
People
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Service Elements – Process Tasks within Roles
Process Tasks
Distributed IAW
Org Design &
Service
Objectives
ROLE
ROLE
ROLE
SERVICE
People
System DesignProcess
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SERVICE DELIVERY
TOWERS
SERVICE
MANAGEMENT
Service Management & Delivery Model - ROLES within Organizations
PROCESS
OWNER
SERVICE
MANAGEMENT
SPECIALIST
SERVICE
MANAGEMENT
ANALYST(s)
SERVICE
DELIVERY
SPECIALISTS
SERVICE
TOWER LEADS
KEY
INFORMATION
SYSTEMS
LEADERS
CORPORATE
TRAINING AND
COMPLIANCE
CORPORATE
AUDIT
SERVICE
DELIVERY
ANALYSTS
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Solution
• Merge good People management practices with good Processmanagement practices.– CMM-I Level 3: Defined
– People Management: develop and institute essential job functions related to the process tasks. Use for performance management or statements of work.
– Process Management: modify the Six Sigma SIPOC technique to cross-link the process and the roles via essential job functions.
– CMM-I Level 4: Managed– People Management: consistently evaluate essential job functions related to
the process tasks using ongoing performance management techniques (1 on 1 scorecards) or performance audits/internal ops reviews.
– Process Management: regularly utilize Six Sigma and Lean techniques to identify outliers and correct with continuous process improvement.
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Representative Data Model
Input
From
Input Service
Model
Role
Essential Job
Function
Output Output
To
Service /
Process /
Task
Supplier Input CustomerOutputProcess
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Result
• A comprehensive tool that defines the Service process in conjunction with the essential job functions that each role is responsible for performing.
• Able to be extended with additional data elements such as:– Resource estimates,
– Geographic scope,
– Technology stack differentiation
– Performance management criteria (i.e.: “as measured by”)
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Result – Resource Estimates
Sum of Annual Full Time EquivalentPerform Group Service Model Role Task Geographical
Scope
Grand Total
Functional Service
Management for
Infrastructure
Service Delivery
Analyst
Audit and Reconcile Inventory Global 0.08
Manage Asset Lifecycle Global 0.02
Report Asset Information Global 0.05
Service Delivery
Analyst Total
0.15
AHS Architects / System
Admins
Service Delivery
Analyst
Request Assets Global 0.13
Service Delivery
Analyst Total
0.13
Data Center Operations Service Delivery
Specialist
Prepare Asset for Deploy / Disposition Global 0.13
Receive / Ship / Store Asset Global 0.25
Track and Update Assets Global 0.13
Service Delivery
Specialist Total
0.50
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Result – Role ClaritySum of
Duration in
Person-Hours
Perform
Group
Service
Model
Role
Input Task Essential Job Function Output As Measured By
Enterprise
Service
Management
Process
Owner
Proactive Best
Practice
Investigation for
Internal and
External Best
Practices
Maintain
Process
Accountability
Gather and apply best practices while
understanding and accounting for
the impact of external requirements
on the process.
Process
Improvement
Proposals or
Direction based on
Best Practices
"Knowledge Sharing" "Trip Reports"
culled from investigating internal
and external sources for best
practices, delivered at ESM staff
meetings, extended staff meetings,
and posted in the ESM repository
Process
Awareness
Successes and
Gaps
Maintain
Process
Accountability
Accountable for planning and
implementing practices, orientation
and training to ensure organization
understanding and adoption of the
process activities
Learning Events,
Service Delivery
Collateral, Listening
and Speaking Tours
Communications activities and
learning events delivered to
audiences outside of ESM and ISI.
Process
Competency Gaps
Maintain
Process
Accountability
Drive process competency across the
company.
Learning Events,
Service Delivery
Collateral, Listening
and Speaking Tours
Scheduled interactions with Service
Tower Leads, and Learning
Event/Workshop Evaluation Surveys
Scheduled interactions with Service
Management Specialist, and
Learning Event/Workshop
Evaluation Surveys
Process Control
Deficiencies,
Ineffectiveness,
or Inefficiencies
Maintain
Process
Accountability
Manage all relevant policies and
procedures related to the process by
identifying gaps the existing controls
and refining or developing new
policies and procedures on an
ongoing basis.
New or Updated
Policies and
Procedures
Process Control evidence garnered
from periodic reviews, outputs from
Problem Management, and audit
activities.
Document Change Requests and/or
meeting notes from interactions
with Quality and Training.
Summaries of periodic audit
activities
Process Feedback Maintain
Process
Accountability
Accountable for establishing and
maintaining the benefits of the
process by developing the vision,
strategy, and objectives for the end-
to-end process in alignment with the
enterprise-wide and corporate
strategies through interactions with
key IS leaders.
Process
Improvements
and/or Service
Delivery Changes
that increase
alignment
Quarterly write-ups of Process
Feedback sessions with Key IS
leaders, delivered in ESM Staff
Meeting report-outs.
Process KPI and Maintain Accountable for the proper design, Process Adherence Documented feedback from
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Result – Calendar-ized Role-based Activities
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SERVICE MANAGEMENT MODELING TOOL (MS Excel)
UNDER THE HOOD
Linking Your People to Your Processes
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Main Table – Simple View
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Duration, Scope, and Performance Management Measure
Main Table – Extended View
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Summary and “Calendar-ization” field
Main Table – Extended View
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Laying out the year
Calendar Logic Table
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Using the “Calendar Concatenation” with the Role
Calendar Logic Table
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Using a “Row Finder” to create Calendar Import Data
Outlook Import Table
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Based on Main Table
Pivot Table Reports
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Based on Main Table
Pivot Table Reports
Thank you
Any questions or clarifications?
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BACKUP SLIDES
Linking Your People to Your Processes
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People Management Examples (1)
Back to Service Management Tools and Techniques
LINK PERFORMANCE MANAGEMENT TO SERVICE DELIVERY
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People Management Examples (2)
Call Area (All)
status (All)
Support Group IM Desktop Support
Year Opened 2008
Month Closed 9-September
Month Opened (All)
type Cust Sat Trifecta
I R Grand Total
Analyst Data
Nova, Omar Count of ref_num 23 116 139
Average of BizDay 2.5 5.2 4.8
Max of BizDay 15.7 48.0 48.0
StdDev of BizDay 3.30 8.10 7.58
Kadima, Kalonji Count of ref_num 20 87 107
Average of BizDay 3.6 7.1 6.4
Max of BizDay 37.1 60.0 60.0
StdDev of BizDay 8.19 14.05 13.19
Alcaraz, Hugo Count of ref_num 11 78 89
Average of BizDay 1.4 7.7 6.9
Max of BizDay 9.9 27.9 27.9
StdDev of BizDay 2.95 7.15 7.08
Orchulli, Allen Count of ref_num 17 69 86
Average of BizDay 2.6 4.2 3.9
Max of BizDay 18.6 56.6 56.6
StdDev of BizDay 4.46 9.64 8.86
Cook, Michael Count of ref_num 12 73 85
Average of BizDay 4.4 6.1 5.8
Max of BizDay 19.7 61.1 61.1
StdDev of BizDay 6.08 9.05 8.68
Back to Service Management Tools and Techniques
COMPARE ANALYSTS IN SIMILAR ROLES
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Ticket Quality Control ChecksService Desk
Request Management Quality Check Ticket Form
Analyst Name: Date:
Supervisor Name: Ticket #:
Date Feedback Given: QC’d by: Professional’s
Initials:
ITIL Process Required Actions Action Complete Weight Score
2.1 Request Notification and Recording a.k.a.: Triage
i: any 3 “No’s” equals automatic ZERO score for 2.1
Yes/ No 15
Correct Affected End User Y / N 2
Correct Ticket Type (Incident/Request/Problem) and Non-duplicated ticket Y / N 3
Correct Category Y / N 2
Correct Priority Y / N 2
Correct Assignee Y / N 2
Correct Configuration Item, if applicable Y / N 2
Call/Back field completed, if applicable Y / N 2
Documentation 10
Clear and Precise Summary Y / N 5
Proper Consolidation or Splitting Out of Multiple Requests Y / N 5
2.2 Classification and Process Initiation 20
Utilized proper and/or effective investigation and classification steps. Y / N 10
*Referenced and utilized available knowledge management tools. KB access by Activities – Research – Knowledge Tab (required). SAIL Transfer Scenarios and Notes field.
Y / N
10 + *
______
______
2.3 Coordination and Scheduling 20
IF available knowledge management tools fail to provide guidance or desired result – timely and effective investigation through service/support leadership and/or second/third level to determine the correct route for service delivery.
IF not applicable, add this weight to the “referenced and utilized available KM tools” score above. Y / N *8
IF APPLICABLE, proper escalation procedures followed in a timely and effective fashion.
IF not applicable, add this weight to the “referenced and utilized available KM tools” score above. Y / N *7
IF APPLICABLE, Related service activities initiated, if applicable (Transfers, change orders, KB article submitted) Y / N 5
Back to Service Management Tools and Techniques
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Service Delivery Tools
Service Management Tools
CA Unicenter Knowledge Base
ArticleCA Unicenter Service Desk
Request
IT Ops Services & Support Request Management Documentation Map
Count of Specific Service Service Owner
Business Service Category Business Service IT Service Specific Service Bench Technicians IT Asset Management Service Desk Site Support Special Services Grand Total
Audio/Visual Services IT Facilities Services AV Setup 1 1AV Support 1 1
Setup Conference Room for Training AV Setup 1 1
Computer Upgrades Hardware Upgrade Hardware Upgrades for Standard Hardware 1 3 4
Departmental or Personal Moves Equipment Move Equipment Moves 3 3Hardware Peripherals Hardware Setup Hardware Assessment 2 2
Hardware Setup 1 1
IT Facilities Services Hardware Upgrades 1 1Hiring and Staffing Changes Equipment Recovery Asset Management 1 1
Job Status Change - Conversion from Temp User ID Administration - Provisioning 1 1
Job Status Change - Termination Asset Management 1 1User ID Administration - Provisioning 1 1
Job Status Change - Transfer User ID Administration - Provisioning 1 1
New Hire Setup Hardware Installation 1 1
Hardware Provisioning 2 2New Hire Training Materials 1 1
User ID Administration - Provisioning 1 1
IT Facilities Services IT Facilities Services IT Facilities Services 4 4Shared Workspace Technology Support IT Facilities Services 1 1
Loaner Equipment Loaner Notebook/PC Notebook/PC Loaner 1 1
Loaner Projector Service Delivery - AV 1 1Replacement PC Personal Computer Replacement 1 1
Mobile Phones and Blackberry's Blackberry Deployment - New/Replacement Setup Blackberry 2 2
Blackberry Setup Setup Blackberry 1 1Blackberry Setup - Add Services to Cingular Blackberry Setup Blackberry 1 1
Blackberry Setup - Area code change Setup Blackberry 1 1
Blackberry Setup - Change Wireless Networks Setup Blackberry 1 1
Blackberry Setup - Desktop Manager Software Installation & Configuration Software Installation 1 1Blackberry Setup - Google Maps installation Software Installation 1 1
Blackberry Setup - Sent Items Settings Setup Blackberry 1 1
Blackberry Setup - Sprint Talk Group Setup Blackberry 1 1Loaner Cell Phone Mobile Phone Loaner 1 1
Mobile Phone Handset Swap - Sprint/Nextel Swap to New Nextel Handset 1 1
Mobile Phone Request New Cell Phone Request 1 1Phone Setup - Cell Phone Mobile Phone Setup 1 1
Network Connections IT Facilities Services Network Services - Lab Connection Setup 1 1
Wireless Network Support 1 1Remote Access Setup RSA Training 1 1
Setup RSA Token 1 1
User Administratio - Remote Access RSA Token Lifecycle Management 1 1
Network IDs and E-Mail Accounts Directory Maintenance - Active Directory Service Management 1 1Directory Maintenance - Timeclock/Peoplefinder Service Management 1 1
User Administraiton - Distribution Lists User ID Administration - Permissions and Group Membership 1 1
User Administration User ID Administration - AD Password Reset 1 1User ID Administration - Name Change 1 1
User Administration - E-mail Accounts User ID Administration - Exchange Accounts 1 1
User Administration - Harbor/Livelink User ID Administration - Livelink Account Creation 1 1User Administration - Lab User ID Administration - Lab 1 1
User Administration - Network Drive Access User ID Administration - Permissions and Group Membership 1 1
User Administration - Peoplefinder Telephony Info User ID Administration - Peoplefinder Telephone Fields 1 1User Administration - User ID ? 1 1
Services CatalogueProcess Flow
Work Instructions in
Harbor
Each IT
Procedure in the
Catalogue is the
title of a Work
Instruction
document
Each Task in a Process Flow
is the title of a Work
Instruction document
Each Service
Desk Request is
fulfilled using the
instructions in an
IT Procedure
The correct Work
Instructions to
use to fulfill a
Request are
found by
referencing a
Knowledge Base
article
Knowledge
Base
Articles are
linked to
Work
Instructions
Design Process Improvements Implement Process and Service Improvements
Track Service Demand & Measure Results Manage Process Adherence
Back to Service Management Tools and Techniques
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Inter-related People Management Elements
Back to Representative Data Model
Essential Job Functions
Essential Job FunctionsEssential Job Functions
Essential Job Functions
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Service Model
PEOPLE
TOOLSPROCESS
SERVICE
System Design
Thank you