Global IT Helpdesk Transformation

1. HDI North Coast Chapter August 17, 2011 Global IT Helpdesk Transformation Scott Kessler Solutions Architect Jerry McElhone Global Business Unit Leader

2. Answers First Today will discuss how to successfully transform from a local IT helpdesk to a global IT Service Desk by focusing on four key concepts: • Understanding and bridging the differences between Help Desk and Service Desk • Realizing the value of tight integration of Deskside Technicians with the Service Desk • The effective use of process and tools to enable a “shift left” strategy • Using remote monitoring and remote diagnostic tools by the Service Desk staff

3. Agenda

4. ITIL Service Desk Defined • Service Desk • A functional unit made up of a dedicated number of staff responsible for dealing with a variety of service events, often made via telephone calls, web interface or automatically reported infrastructure events • The single point of contact for users to: • Report service disruptions or degradations • Request an IT service • Resolve incidents / fulfill requests • Provides a point of coordination for IT groups and processes • Ownership of incidents/requests through lifecycle Service Desk User User User

5. Help Desks Generally Evolve into Service Desks to Improve Customer Service Help Desk vs Service Desk Originally formed to centralize the management of IT related issues “Service Desk”signifies the move to a broader, centralized role for front line support Help Desk Service Desk • Limited integration with other IT Service Management processes • No corporate repository of information • Some areas / applications supported by specialty groups outside of the Help Desk • Management information generally includes statistics regarding technician performance and resolution SLAs • Relinquishes incident ownership to upon escalation • Full integration with other ITIL Service Management processes • Single, integrated tool set used globally • Centralized knowledge base of known errors, and fixes • Acts as the Single Point of Contact for all IT areas / applications • Management information includes statistics on service deficiencies, customer training needs , resource usage and incident trends, allowing management to make more informed, meaningful IT decisions . • Maintains incident ownership through resolution TRANSFORMATION Reactive - > - > - > - > - > Proactive

6. Global Service Desk Challenges • Issue 1 – Tools • Disparate and disconnected • Non-ITIL ‘compliant’ tools/technology • Issue 2 – Processes & Knowledge • Processes are localized, knowledge – often tribal (not documented) • Issue 3 – Senior Management Support • C-level does not actively sponsor and manage the change (leaving room for regions or groups to slow/stop progress) • Communication often does not include all the information • Issue 4 – Corporate Culture • Usually not a popular idea (redistribution of staff or down-sizing fears) • Change is always difficult

7. ITIL based best practice processes ITIL Foundations certified management team Technicians trained in overview of ITIL best practices with concentration in Incident and Problem Management processes Integrated ITIL compliant toolset andmanagement systems Knowledge search and diagnostic tools Service Desk participation in back-office IT operations including Change Management meetings(CAB) Automated operations and network management tools The Service Desk is the Hub of the IT Service Management Processes; The Right People and the Right Tools keep the Wheels Turning Basic Tools for a Successful Service Desk Incident Management AccessManagement Problem Management Knowledge Management Change Management Service Desk Request Management Configuration Management Service Level Management

8. Efficient, Best-Practice Processes from Launch through Operation Transforming Helpdesk to Service Desk • Current Process • Technical Skill Level • Current Reporting • Incident Data • SPOC • Incident Ownership • Multiple value-added services • Proactive Service • Reports Continuous Improvement • Best Practices • Waste • People • Process Maturity • Toolset Use LEAN ITIL Recommended ITSM Operational Model TechTeam Proprietary and Confidential

9. Review & Incorporate IT Service Management and LEAN Recommendations What is your Service Desk (or ITIL) Maturity Level? • Perform ITIL process maturity assessment (often outsourced to experts) • Compare to Industry process maturity benchmarks • Complete gap analysis between current process and ITIL best practices • Basic process elements • Management intent • Process capability • Internal integration • Products • Quality control • Management Information • External integration • Customer interface

10. A Skilled Service Desk Enhances the Overall Perception of the IT Organization Service Desk Implementation Success Criteria • Faster resolution of incidents/service requests • Increased first call closure rate • Increased customer satisfaction • Reduced customer and business impact from outages • Management information is automatically collected for analysis • Reduced operational and resource costs • Increased efficiency/reduced waste in processes

11. Agenda

12. Integration with Deskside Technicians • Redefine Deskside • Deskside should be considered a function of the Service Desk and not a “separate team” • Arms, legs, eyes, and ears of the Service Desk as well as for various Services (network, server, IMAC, applications, etc) • Examples of how foster integration of Desk side with Service Desk: • Promote from within (Service Desks agents naturally can grow to Desk side Techs) • Change culture of “us vs them” attitude, stress a ‘one team’ concept • Make Desk side team members key contributors to process improvement and knowledge enhancement • Rotation opportunities for both Service Desk and Desk side Technicians to experience the “life in a day” of respective Service Desk role • Both inward/outward rotations (scheduled) • Service Desk agents rotated outward on slower days paired with a buddy in the field • The above examples can be modified for Line 2 with Line 3, etc to promote the idea of bridging support “team” obstacles

13. Agenda

14. “Shift Left” • Definition • Moving issue resolution and request fulfillment to the lowest cost level in the support organization • Benefits • Reduce overall total cost of support • Increased customer satisfaction through faster resolution of issues / requests

15. Shift Left Transformation Process • Evaluate your call types and target those you want to shift-left.   • Use data to identify topics for which the Service Desk can add more value and resolve on First Contact.   • Start with Top 10 repeated issues (contacts to the Service Desk)   • Best solutions are those that do not require a contact to the Service Desk; however, where technology lacks to self heal or for self service • Work with Line N groups to gather requirements • Determine which lower Line support team is best suited to handle • Knowledge • Access rights / privileges • Tools to resolve these issues or fulfill requests at acceptable risk level • Empower the Service Desk agents (or Line N) to resolve/fulfill upon contact • Modified access rights • Updated knowledgebase • Targeted training • Use the PDCA Method to improve results and seek next Shift Left opportunities • Plan, do, check, act

16. Agenda

17. RIM as an enabler to the Service Desk & Shift Left • By RIM tools… we mean: • “Remote Infrastructure Management” • PC Anywhere – Windows Remote Desktop – CA’s Support Bridge/Automation - Bomgar • Managing assets (e.g. Desktops) regardless of geography • Tools that allow remote connection , interrogation, configuration and patching of assets • Examples of how we use them: • Efficient troubleshooting - Have a customer ‘show’ the technician the issue • Accelerated solution implementation – Agent led remote desktop sharing session • Checking and mapping faulty configurations/settings (printers, network) • Querying and configuring system parameters or registry “behind the scenes” • Manual maintenance (patches) • ‘extra’ maintenance can be performed while assisting the customer (even if unrelated)

18. Customer example • Customer – Large Automotive Manufacturer • Process / Timeline • Consolidated 150+ departmental and Divisional ‘isolated’ help desks into a single central Corporate Help Desk • Started Shift Left (establishing relationships with IT groups – gain trust) • Centralized help desk knowledge and support processes • Branded the new corporate help desk • Defined desk side roles and responsibilities • Integrated desk side into Help Desk (reduced “shadow support”) • Introduced remote support tools into a “centralized team” • Transformed consolidate help desk into a Service Desk • Benefits • Outsourced model, savings multi-millions year-over-year • Example: Reduced desk side technicians from 120 to 30 (in one campus/area) • Reduced time to resolution and improved customer satisfaction

19. Summary Successfully transforming from a local IT helpdesk to a global IT Service Desk involves four key elements: • Understanding and bridging differences between Help Desk and Service Desk • Tight integration with Deskside Technicians from the Service Desk • The effective use of process and tools to enable “shift left” • Use of remote monitoring, remote diagnostic tools by the Service Desk staff

20. Question & Answer