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Service Systems Management & Engineering (SSME) a perspective from a Practitioner

Service Systems Management & Engineering (SSME) a perspective from a Practitioner. 21 April 2008 Brian Mell, Global Project Executive. Overview . Introduction Overview SSME the science SSME the art Examples Metrics, SLAs Client Satisfaction Dashboards Trending Corrective Action.

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Service Systems Management & Engineering (SSME) a perspective from a Practitioner

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  1. Service Systems Management & Engineering (SSME)a perspective from a Practitioner 21 April 2008 Brian Mell, Global Project Executive

  2. Overview • Introduction • Overview • SSME the science • SSME the art • Examples • Metrics, SLAs • Client Satisfaction • Dashboards • Trending • Corrective Action

  3. SSME - the science • How do Service Levels get determined? • Sometimes they are pre-established • Sometimes from the client/organization • Sometimes from the service provider • Personal recommendations for best practices (some of “the art”) • As has been said “What gets measured [tends to] get(s) done” • Metrics need to be aligned to the goals of the organization and be in the control of the performing entity • Rewards incent good behavior and penalties often incent bad behavior • A composite/weighted scoring tends to encourage good behavior • Try to use established measurements rather than invent new ones • Avoid letting metrics over-ride common sense (don’t game the system; don’t blindly focus on metrics; “get out of jail” card is acceptable; achieving SLAs <> Success)

  4. SSME – Client Satisfaction Measurements • How to measure Client Satisfaction? • In a commercial relationship, this is often measured by “loyalty” • Measured by repeat/incremental business • Measured by willingness to be an official reference • Various “tiers” exist for measurement • C-Sat scoring from consumer of service (e.g., survey) • Formal input from enterprise sponsor of service • Formal input from executive sponsor (often independent) • For me, C-Sat is the best “pulse” of the service because it measures technical proficiency, perception and, importantly, the “soft skills” of the service team (e.g., professionalism, responsiveness and friendliness)

  5. Centers of Excellence • Lowers total cost • Challenges status quo • Improves accuracy Global Asset Management Mike Smith Americas EMEA AsiaPac Japan • Leverages resources • Supports clients • Consistency = < failures Global On Site Support John Doe Managed by COE Leaders • Lower cost • Rapid rollouts • Leverage Std. Process Global Field Implementations Ann Jones • Best practices • Leverage knowledge • Improve client exper. Global Service Desk Operations Tina Bheena Meshed Approach Geographical Understandings of Differences

  6. Questions?

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