Process and the Service Desk:

1. Process and the Service Desk: Driving Consistency and Quality through Process Management Peter Baskette (baskette@fas.harvard.edu) & Bill Cunningham (bill@wcunning.com & www.wcunning.com)

2. Agenda • Introduction • IT Service Management • Services & Processes • ITIL Framework & Service Desk • The Service Desk – A Process Based Model • Managing Organizational Change • Questions

3. Process and the Service Desk: Driving Consistency and Quality through Process Management

4. Process and the Service Desk: Driving Consistency and Quality through Process Management

5. Process and the Service Desk: Driving Consistency and Quality through Process Management Service Desk Help Desk

6. Service Desk Help Desk IT Service Management

7. IT Service Management (ITSM) • Systems Management • Traditional IT management focus (well, not just IT) • Leads to ‘silos’ as IT organizes around technical specialties • Service Management • Clients and Customers do not consume the ‘systems’ IT Manages • They use IT Services

8. Definition of Service • “a service is a means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks.”

9. IT Services – IT Processes End –Users Clients IT Services Infrastructure People Information Applications ITProcesses

10. ITSM, Frameworks and the Primary IT Value Chain T Build Plan Run Operations/Support SolutionsDevelopment Demand/Relationship Mgt. • ITILServiceDesign • ServiceCatalog • - SLM • -Avail&Capacity • ITILServiceTranstion • TransitionsPlanning/Suppt. • -ChangeManagement • -- SACM (Configuration) • - ReleaseandDeployment • --- Svc. TestingandValidation ITILServiceStrategy -ServicePortfolio PMBOK Prince2 Agile SCRUM Critical Chain Theory of Conscious Alignment ITILv2ServiceSupport ITILServiceOperation -- Incident -- Problem SWEBOK ISE CMM ITILCSI BPM Theory of Constraints Derived from Charles T. Betz, Architecture and Patterns for IT Service Management, Resource Planning and Governance

13. Thrasher’s Value Chain

14. Generic Process Model Resources Roles & Resp. (ARCI) The Process Process Owner Goals (Policies) Activities (Procedures) Key Terms KPIs & CSFs (Metrics) Inputs Outputs Reports Feedback

15. OK, So What’s the Point?

16. If You Can’t Measure - You Can’t Manage

17. P-D-C-A “If you cannot define what you are doing as a process, you do not understand what you are doing.” -W. Edwards Deming

18. Principle of a Management Process: You cannot manage what you cannot measure. You cannot measure what you cannot define. You cannot define what you do not understand. - W. Edwards Deming (1988)

19. ITIL V2 - Service Management Responsibility Pyramid Service Level Service Delivery Capacity Service Continuity Availability Financial Change Problem Service Support Service Desk Incident Configuration Release

20. Service Management Responsibility Pyramid: Problem and Incident (Support and Restore) Problem Service Support Service Desk Incident

21. ITSM, Frameworks and the Primary IT Value Chain T Build Plan Run Operations/Support SolutionsDevelopment Demand/Relationship Mgt. • ITILServiceDesign • ServiceCatalog • - SLM • -Avail&Capacity • ITILServiceTransition • TransitionsPlanning/Suppt. • -ChangeManagement • -- SACM (Configuration) • - ReleaseandDeployment • --- Svc. TestingandValidation Problem ITILServiceStrategy -ServicePortfolio Incident PMBOK Prince2 Agile SCRUM Critical Chain Theory of Conscious Alignment Service Desk ITILv2ServiceSupport ITILServiceOperation -- Incident -- Problem SWEBOK ISE CMM ITILCSI BPM Theory of Constraints Derived from Charles T. Betz, Architecture and Patterns for IT Service Management, Resource Planning and Governance

22. A Service Desk Management Model Knowledge Problem Self-Service Incident Calls Email Voice mail Chat Walk-ins Service Requests Interaction Service Desk End –Users RequestFulfillment RFIs

23. The Desk Itself Service Desk 25

24. Service DeskDefinition • The Single Point of Contact between the Service Provider and the Users. • Manages Incidents and Service Requests. • Handles communication with users. • The Service Desk performs the first line support for IT Services.

25. Service DeskTasks • Act as a single point of contact for users • “Own” inquiry from start (recording, status reports) to finish (close-out, monitoring satisfaction) • Monitor adherence to the service level agreements and take appropriate measures if there is a danger of failure to meet an agreement • Coordinate second level support and third-party support units • Provide management information to improve the service quality

26. Interaction Management Calls Email Voice mail Chat Walk-ins Interaction Service Desk End –Users Self-Service 28

27. Interaction Management • Pre-assignment of tickets • Standardizes greeting • Establishes initial questions, assessment, scripts. • Jumping off point to multiple Processes: • Incident, Service Request, Request for Information, Change, Others • Drives consistency for Incident and Request • Filters ‘Request for information’ type calls • Example: Standard Greetings 29

28. An ACD Digression GetHuman.com • Website for by-passing phone trees. • Four Suggestions: • Always be able to ‘0’ out to get a human. • System should estimate wait times every 60 seconds. • Be concise: Avoid verbose prompts • When no one is available, option to leave a message 30

29. The Processes Incident Service Requests Service Desk RequestFulfillment RFIs 31

30. Incident Management • An Incident: • Unplanned interruption to an IT Service or a reduction in the quality of Service. • In essence, Break/Fixes or Service Degradation • Examples: • Computer won’t boot today • Network is slow • Incident Management Goal: • Restore normal service as quickly as possible 32

31. Service Requests • A Service Requests is: • Request to do something for a user • A request from a User for information, or advice, or for a Standard Change or for Access to an IT Service. • Examples: • Install an application on my computer • Upgrade memory • Password reset • NOT a break/fix -- often less urgent 33

32. Request Fulfillment • Request Fulfillment: • Process responsible for setting up access to the organization’s computer systems. Examples: • userids and passwords • authentication and authorization • Can be embedded in Service Requests • But help if separate, dedicated process: • Streamlines procedures for account creation and levels of access or authority. • Establishes distinct on-boarding process 34

33. Request For Information • Request for information • What’s someone’s phone number • Account storage quota • Do you track them? • Generally yes. • Separately? • Better to do so. • Why? • Compromises metrics for other Processes. 35

34. A Service Desk Model - Redux Knowledge Problem Self-Service Incident Calls Email Voice mail Chat Walk-ins Service Requests Interaction Service Desk End –Users RequestFulfillment RFIs 36

35. A Service Desk Model – Support and Restore Knowledge Problem Self-Service Incident Calls Email Voice mail Chat Walk-ins Interaction Service Desk End –Users 37

36. Service Management Responsibility Pyramid: Problem and Incident (Support and Restore) KB Problem Service Support Service Desk Incident

38. What’s the Process point? Why create distinct Processes? • One Answer: Management Metrics • Leads to informed decisions: • Organizational Structure • Investment Decisions • Procedures & Work Flow • Or, more fundamentally… 40

39. Deming’s Process Mandate 85% of a worker's effectiveness is determined by the system he works within, only 15% by his own skill. -W. Edwards Deming

40. Reflective Questions Do you distinguish between incidents and requests? Handle them differently? Do you collect metrics? Do they drive your decisions? Your Vision? Do RFIs compromise your data? Do you have consistent Interaction Management? Scripts? Standard greetings? 42

41. Another question How to get there? • If you choose to pursue formal Processes: • Implement as a project • Organizational Change • Recognize this is Cultural Change • Use an Organizational Change Model 43

42. Implementing Process: Managing Change Eight Stages of Leading Change, John Kotter • Create Sense of Urgency • Create Guiding Coalition • Develop a Change Vision & Strategy • Communicate the Change Vision 44

43. Still Managing Change Kotter’s 8-Stage Process continued: • Empower Broad-based Action • Generate Short-term Wins • Consolidate Gains and Product more Wins • Anchor New Approaches in the Culture 45

44. Questions 46