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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

2

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

3

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.

4

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

5

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

6

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

7

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

8

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

9

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

10

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!!!

11

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

12

PLEASE HOLD YOUR QUESTIONS RE: SERVICE MANAGEMENT TECHNIQUES UNTIL THE END

NEXT UP – SERVICE MANAGEMENT MODELING TOOL

Linking Your People to Your Processes

13

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

14

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?

15

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.

16

Service Management Roles

Service Delivery Roles

ROLE

Service Elements – People in Roles

ROLE ROLE

People People

SERVICE

People

17

Service Elements – Process Tasks within Roles

Process Tasks

Distributed IAW

Org Design &

Service

Objectives

ROLE

ROLE

ROLE

SERVICE

People

System DesignProcess

18

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

19

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.

20

Representative Data Model

Input

From

Input Service

Model

Role

Essential Job

Function

Output Output

To

Service /

Process /

Task

Supplier Input CustomerOutputProcess

21

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”)

22

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

23

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

24

Result – Calendar-ized Role-based Activities

25

SERVICE MANAGEMENT MODELING TOOL (MS Excel)

UNDER THE HOOD


26

Main Table – Simple View

27

Duration, Scope, and Performance Management Measure

Main Table – Extended View

28

Summary and “Calendar-ization” field

Main Table – Extended View

29

Laying out the year

Calendar Logic Table

30

Using the “Calendar Concatenation” with the Role

Calendar Logic Table

31

Using a “Row Finder” to create Calendar Import Data

Outlook Import Table

32

Based on Main Table

Pivot Table Reports

33

Based on Main Table

Pivot Table Reports

Thank you

Any questions or clarifications?

35

BACKUP SLIDES


36

People Management Examples (1)

Back to Service Management Tools and Techniques

LINK PERFORMANCE MANAGEMENT TO SERVICE DELIVERY

37

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


Max of BizDay 37.1 60.0 60.0


Alcaraz, Hugo Count of ref_num 11 78 89


Max of BizDay 9.9 27.9 27.9


Orchulli, Allen Count of ref_num 17 69 86


Max of BizDay 18.6 56.6 56.6


Cook, Michael Count of ref_num 12 73 85


Max of BizDay 19.7 61.1 61.1



COMPARE ANALYSTS IN SIMILAR ROLES

38

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


39

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


40

Inter-related People Management Elements

Back to Representative Data Model

Essential Job Functions

Essential Job FunctionsEssential Job Functions

Essential Job Functions

41

Service Model

PEOPLE

TOOLSPROCESS

SERVICE

System Design

Thank you

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