Process and the Service Desk:

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

2. Agenda • Introduction • IT Service Management • Generic Process Model • ITIL Framework & Service Desk • The Service Desk – A Process Based Model • 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.” - ITIL v3 Service Strategy

9. Definition of Service Management • Service Management is a set of specialized organizational capabilities for providing value to customers in the form of services. • Service Management takes the form of a set of Functions and Processes for managing Services over their Lifecycle. • Service Management is also a professional practice supported by an extensive body of knowledge, experience and skills. -ITIL v3 Service Strategy

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

11. 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

12. ITIL v3 Service LifeCycle

13. 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

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

16. 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)

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

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

19. 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

20. 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

21. The Desk Itself Service Desk 23

22. 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.

23. 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

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

25. Interaction Management - Benefits • Dedicated Service Desk Process • 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 27

26. Interaction Management - Goals Effective routing and processing of inbound and outbound communications Provision of interaction information to all persons working with a contact to ensure service consistency. 28

28. Interaction – Initiating Process Flow - Created with MetaStorm ProVision

29. 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. 31

30. 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 32

31. The Support and Restore Processes (troubleshooting) Self-Service Knowledge Problem RFIs Incident Calls Email Voice mail Chat Walk-ins Interaction Service Desk End –Users

32. 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 34

34. Incident Mgt. Controls & Measures (sample)

35. Incident Mgt. – High Level Model Created with MetaStorm ProVision

36. Incident Classification and Initial Support Created with MetaStorm ProVision

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

38. ITIL v2 Support and Restore Triad

40. Problem Management Process Flow

43. 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 45

44. 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 helps if separate, dedicated process: • Streamlines procedures for account creation and levels of access or authority. • Establishes distinct on-boarding process 46

46. A Service Desk Model - Redux Knowledge Problem Self-Service Incident Calls Email Voice mail Chat Walk-ins Service Requests RFIs Interaction Service Desk End –Users RequestFulfillment RFCs (Change Mgt) 48

47. Interaction – Initiating Process Flow

49. Change Mgt – High Level Process

50. 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… 52