The Service Desk:
description
Transcript of The Service Desk:
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The Service Desk:Critical to Success with ITIL®
HDI Chapter MeetingMay 9, 2006
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Overview
vWhy is ITIL® Important?vWhat Makes ITIL® Work?vWhy is the Service Desk Critical?vMyth BustingvOther Practical Take-aways
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Why is ITIL® Important?
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ITIL® Activity
vGartner Surveys of Key initiatives planned: Ø 2004: 30% had ITIL® initiativesØ 2005: 42% had ITIL® initiatives
v itSMF 2005 Survey of Key initiatives planned: Ø Incident Management Improvements 73% Ø Configuration Mgt. (CMDB) Activities 65% Ø Enterprise Change Management Activities 60% Ø Long-term ITIL® Business Strategies 49% Ø ITIL® and COBIT® Alignment Activities 19%
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ITIL® Adoption
1
9,453
65,644
74,000
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
Average per year for 1993-2003 (total of 103,981)
2004 actual Run rate for 2005 based onmid year actual of 37,000
All EXIN Exams ATTEMPTED1993 - 2005
Figures extrapolated from EXIN data shared at itSMF USA Conference
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v Selected set of “Top 25” NEW IT Competencies Ø Understanding Existing Systems and Technology (T1)Ø Applying Procedures, Tools and Methods (T3)Ø Understanding Business Practices and Approaches (B1)Ø Behaving Commercially (B2)Ø Focusing on Results (H3)
Gartner Speaks Up
“By 2008, 90% of top-tier internal and external service providers will be distinguished by their substantial process capabilities, as well as their quality and service improvement capabilities (0.7 probability).”
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Other Results
v …estimates that moving from no adoption of IT Service Management to full adoption can lower an organization’s TCO by 48% - Gartner
v “…. will continue to gain momentum …promising to slash the cost of IT service delivery [labor] which is more than 40% of total IT costs….” -Forrester
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ITIL® at Work
v An example in the Sept 2005 CIO Magazine article on ITIL points out an example at Pershing.Ø Thanks to ITIL®, which Pershing adopted in January 2004, the
person who answers the phone has visibility to previous similar incidents and how they were fixed
Ø Since the service desk was restructured according to ITIL guidelines 12 months ago, Pershing's incident response time has dropped by 50%.
v Additionally, since incidents are tracked and managed every time they recur, it's easy for IT staff to spot trends and eliminate many previously chronic problems by performing a root-cause analysis
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Benefits of ITIL®
v IT services become more customer-focused v The quality & cost of IT services are better managed v IT changes are easier to manage and deliver v IT procedures are standardized v Functional integration across IT organization v Auditable performance measurements are definedv Common (global) terminology
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What Makes ITIL® Work?
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v Cultural ChangeØ True Focus on Needs of the
Business for IT Services - no more and or less
v Organizational ChangeØ IT Organization Focuses on overall
Objectives (and processes) notFunctional Structure (departments)
v ExpertiseØ Outside in (Consulting)Ø Inside Out (Education)
v Tools and EnablersØ ITIL® “Aware”, Purpose-driven
A Holistic Approach
© American ITIL ® 2004 – All Rights Reserved ®
ServiceDesk
CIO/CTO
Desktop
NetworkAdmin
Servers
DBA
IncidentMgt.
ProblemMgt.
ChangeMgt.
AvailabilityMgt.
ServiceLevelMgt.
ReleaseMgt.
CapacityMgt.
ITIL Enabled Matrix Management
Traditional IT Functions
ITIL Processes
ITService
Manager
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Compatible NOT Competitive
Non-Prescriptive
Quality Methodologiesß ISO-9000ß TQM / Demingß Kaizanß Capability Maturity Model (“Pure”)
IT Improvement Value Pyramid© 2005 AmerIT Learning®
Serv
ice
Des
k
Inci
dent
Mgt
.
Prob
lem
Mgt
.
Con
figur
atio
nM
gt.
Cha
nge
Mgt
.
Rel
ease
Mgt
.
IT F
inan
cial
Mgt
.
Ava
ilabi
lity
Mgt
.
Cap
acity
Mgt
.
IT S
ervi
ceCon
tinui
tyM
gt.
Serv
ice
Leve
lM
gt.
Help Desk InstituteSTI Knowledge
Change Mgt.Learning Ctr.
CM2Disaster Recovery
InstituteCSI
(KCS)SEI
CMM
Descriptive
“Best Practices” (Prescriptive)
Quality EnablersProject Managementà
Six Sigma à
ITIL® Framework
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Process Model
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Generic Process Model
Goal
Owner
Key Performance Indicators
Activities (Tasks and Workflow)
Resources and Roles
Inputs Outputs
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Process Integration
35 Page 35© 2004 Art of Service - licensed to AmerIT Learning Corp.
ITIL Service Management Spider
Service DeskService Desk
Service LevelManagementService LevelManagement
FinancialManagement
FinancialManagement
CapacityManagement
CapacityManagement
SecurityManagement
SecurityManagement
Problem Management
Problem Management
Configuration Management
Configuration Management
Change Management
Change Management
Release Management
Release Management
AvailabilityManagementAvailability
ManagementContinuity
ManagementContinuity
Management
Incident Management
Incident Management
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Why is the Service Desk Critical
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vTo provide a Single Point of Contact for Customers and an operational single point of contact for managing incidents to resolution.
Service Desk Goal
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Service Desk Objectives
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Activities (Objectives)Service Desk(Function)
• Improve Service to and on behalf of the Business• Provide Advice and Guidance to Customers• Coordinate Rapid Restoration of Normal Service
Operations• Manage Expectations set out in the Service Level
Agreements (SLA)• Communicate and Promote Services• Management Information, Metrics and Reports.
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v The Service Desk is a function – the only place within ITIL®
Service Management where we are concerned with an organization unit or department unto itself
v Service Desk serves as the front office for all the other IT departments
v For the user, the Service Desk provides the single point of contact with the IT organization
v The Service Desk will handle activities related to a number of basic ITIL® processesØ Incident Management & Problem ManagementØ Change Management & Release ManagementØ Configuration ManagementØ Service Level Management
The Command Center
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Service Desk Function
Financial Mgt. for IT
Service LevelManagement
ConfigurationManagement
IT Service C
ontinuityM
anagement
CapacityM
gt.
Availability
Managem
ent
Service Desk
IncidentM
gt.
ProblemM
gt.
Change
Mgt.
Release
Mgt.
Security
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Primary Directive
The objective of the Service Desk is to support the provision of the services that have been agreed upon by guaranteeing access to the IT organization and undertaking a range of support activities from the various processes.
By serving as an initial point of contact, the Service Desk facilitates a rapid restoration of service by performing as the first source of advice, information and/or guidance, gathering suitable and necessary information for second and third-line support when unable to resolve the incident and passing it on is required.
The Service Desk provides a professional and empathetic voice. Most importantly, the Service Desk assures that the customers’ needs are met as agreed, including timely status updating to the customer and coordinating appropriate follow-up by the other individuals involved in delivering support.
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Myth Busting
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“SPOC and Hub”SPOC
ServiceDesk
Users
Users
Server
DBA
Network
Desktop
“IT”ServiceLevelMgt.
Sales
LegalPurchasingContracts
Acct.
R&D
Mfg.
OS or App.
Vendor
HardwareVendor
DBA
Network
OLA
OLA
UC
UC
SLA
SLA
SLA
SLA
SLM Hub Diagram
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Incident Activities
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Ow
ners
hip,
Mon
itor
ing,
Tra
ckin
g an
d C
omm
unic
atio
n
Incident Closure
Investigation and diagnosis
Incident detection and recording
Resolution and recovery
Service Request or Change?
Service Request Procedure
Classification and initial support
Yes AService Request
for a change?
Yes
No Submit Request For Change
No
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Incident MatchingIncident / Problem Integration
Incident #: 101Description : PO UpdateExtension displays inaccurate10 x $1.79 = $180.00Time Spent: 30 minutesResolution: Ignore it
Incident #: 102Description : PO UpdateExtension displays inaccurate10 x $1.79 = $180.00Time Spent: 20 minutesResolution: Ignore it
Incident #: 103Description : PO UpdateExtension displays inaccurate10 x $1.79 = $180.00Time Spent: 40 minutesResolution: Ignore it
Problem #: 201Description : Extension displays inaccurate10 x $1.79 = $180.00Resolution: Ignore it
Incident #: 104Description : Vendor SummaryLine item extensions inaccurate
Incident #: 105Description : Vendor SummaryLine item extensions inaccurate
Problem #: 202Description: Vendor SummaryLine item extensions inaccurate
Known Error #: 401Root Cause : A software routine rounds incorrectly and displays inaccurate data when called by displays and reports.Configuration Item:Program PO117
RFC #: 501Description : Vendor SummaryLine item extensions inaccurate
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How to Measure FCR
Time
FRC%
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To restore normal service operation as quickly as possible and minimize the adverse impact on business operations.
Incident Mgt. Goal
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Other Practical Take-aways
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Classification ExerciseImpact / Urgency Matrix
4334
3323
3212
211Impact: 1
321Urgency:
Incident
RFCService Request
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Measuring
Incident Managementv First Contact Resolution
v Elapsed Time to Resolution
v Incidents Resolved within SLA parameters
v Incident Unmatched to Problem/KE
v % Correct Resolution (first)
v Service Down Time to Customer
Service Deskv Time to respond
Ø Hold timeØ Abandoned CallsØ Electronic reply time
v Incidents Responded to within SLA parameters
v Incident descriptions accuratev Incidents correctly classifiedv Incidents correctly escalatedv Incidents closed completelyv Status inquiries from usersv Customer Satisfaction
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To provide the industry’s best value and
top satisfaction in ITIL® education.
AmerIT Learning Mission
v Dick Szymanski Ø 916-608-0755Ø [email protected]Øwww.ameritlearning.com