Think ITSM presents: Service Desk Respect and Improvement Catalysts

Is the Service Desk the ‘Rodney Dangerfield’ of IT? Does yours get the respect it deserves?HDI MotownJanuary 14th, 2010

Presenter: Charles Cyna, President, ThinkITSM Corp.

A little about me and ThinkITSM

• Been involved in the Service Desk industry for 16 years

• ThinkITSM provides expertise and knowledge captial around Service Improvement

• We make the world’s first dedicated CSI tracking software for IT ‘Continual Service Improvement as a Service’

• Customers in 34 countries send us their service desk data to us every night for analysis, baselining, benchmarking and reporting

• Unique perspective based on objective analysis

Agenda

The Truth about IT Service Delivery

Is your Service Desk the ‘Rodney Dangerfield’ of IT

The Big Picture

The Service Desk Value Proposition

Decomposition of a Metric (FCR)

Practical Instruments for Success6

Define, Measure, Achieve. Repeat3

Q&A7

Three IT Truisms to think about...

1. Organizations often get the IT Service Delivery they deserve

2. IT Departments often get the Service Desks’ they deserve

3. Service Desks often get the resourcing they deserve


Service Desk

IT

‘The Organization’

Signs of ‘No Respect’

Management ChallengesEscalation Group

Management

Resourcing requests not granted

Organization

ChallengesCutbacks

Service Desk perceived as a cost

People Challenges

Low Morale

Staff Turnover

Non Compliance


The Big Picture


The Big Picture


State of the IT Nation Today


IT Spending

“2008-09 witnessed the most sever economic recession in generations, and the IT industry suffered an even greater decline that it did in 2001, following the dot-com bubble.” (Gartner)


Employment

63%

29%

8%

IT Employment 2010

Reducing IT Headcount Freezing IT Headcount Increased IT Staff


The Big Picture


Technology Proliferation

We are living through a technological revolution made possible through accessibility...


The Big Picture


Globalization


The Big Picture


IT Impact

1. Impact vs. Response


IT Impact


2. The Barbarians at the Gate


The Big Picture


IT Impact


2. The Barbarians at the Gate

3. Broker vs. Builder


The Little Picture


But the Reality is that Most Service Desks...

- Do a great job

- Have a talented team

- Really want to help their customers

- Improve what they are doing

- Have challenges interacting with escalation groups that are not directly managed

- Don’t record successes consistently

- Produce too many reports

- Focus on reporting on the wrong stuff

- Don’t identify what makes their offering unique

- Don’t identify what is the ‘business’ value being provided


The Service Desk Paradox


The Service Desk’s Value Proposition

Service Desk Value Proposition

Economic Impact

Organizational Impact

Impact on other IT

Processes

Face of IT


Economic Impact

1. What is the cost to the organization when an employee can’t perform their job function?

2. What is the cost to the organization when a customer can’t use your product or service?

3. How do you communicate that cost today?




Economic Impact


Impact on other IT

Processes

Face of IT



1. When IT Operations doesn’t align themselves to the organization, overall organization morale and productivity can actually be impacted.

2. Do you measure how closely your activities today align with the perceived importance by your consumers and customers?




Economic Impact


Impact on other IT

Processes

Face of IT


Impact on other IT Practices

1. Is the Service Desk the central hub for information for IT?

2. Does Change and Release improve their practices based on measurement from the service desk?

3. Does the Service Desk provide a view of all incidents’ that are caused by releases?

4. What is the relationship between the Service Desk and all backend IT Processes?




Economic Impact


Impact on other IT

Processes

Face of IT


Face of IT

1. IT is important

2. The Service Desk is the face of IT

3. Have you identified your stakeholder groups

4. How do you show whether your stakeholder groups are satisfied (think what you do is important)


The Little Picture


Continuous Service Improvement

Part of the big picture…


6. How do we keep the momentum

going?

5. Did we get there?

Business vision, mission, goals and

objectives

Baseline assessments

Measurable targets

Service & process Improvement

Measurements & metrics

ITIL V3 CSI – “Continual Service Improvement” book

6-Step – Continual Service Improvement Model

1. What is the vision?

2. Where are we now?

3. Where do we want to be?

4. How do we get there?

32

Challenges in demonstrating value to the business…


Three Steps that YOU can do NOW to Earn Respect


What is a Process Maturity Assessment

Compare actual practices and processes in operations to a set of performance standards

Standardized scoring system to allow you to objectively identify strengths and areas for improvement


Process Maturity Measures

Management Vision and

Support

Organization

Practice Design

Practice Execution

Practice Integration

Reporting and Continual Improvement

How does scoring work with assessments?


Level 0 – The practice does not exist

Level 1- Pockets of the Practice are being done (Ad Hoc)

Level 2 – Know what you don’t know. Management want to improve performance

Level 3 – Practice is owned, documented, repeatable and consistent across many departments

Level 4 – Practice integrates well with other practices, strong collaboration, performance reviews

Level 5 – Surpassing customer expectations, Peer benchmarking, external quality awards and standards

Output


Pop Quiz/Discussion Time


Maturity…

Who has gone through a formal assessment process for any IT Service Delivery Practice?

– Consulting based

– Self Assessed

Why did you do it?

What is YOUR score?

Did you/Do you know what it means

What did you do?

Why?

Are you reassessing?


Three Steps to Respect



Group Discussion

How many people here survey?

Why do (don’t) you survey?

Annual vs. Transactional (or Both)?

What do you want to know?

Why?

What do you do with the information?

Who do you share the results with?


Assessing Satisfaction

Identify who your stakeholder groups are

– Customers

– Consumers

– IT

– Executives (IT & Business)

Build a decision matrix

– Don’t just assess satisfaction, ask about importance

– Get stakeholders to drive IT focus for improvement


Possible Survey Outputs...


Three Steps to Respect


Measurement Discussion

Does you role involve measurement?

Why do you measure?

What do you measure?

Who consumes what you measure?

What do you do with the information?


How you move from Data to Wisdom

Fulsome Process


Service Support Inputs

What information should the help desk collect?


82%

18%

Incident Types (Feb ‘10)

Break-Fix Service Request

Report Example #1

Define, Measure, Achieve. Repeat

• Too few categories for incident type

• No insight into what types of requests, or what types of interruptions are occurring

Problem

• Apply a 2-tiered incident type categorization

Solution

50

Incident Type

What does the customer want/need?


05

101520253035404550

Incidents Meeting SLA (Jan '10)

Report Example #2

• Flat categorization

• Too many categories at the same level and many similarcategories

• Difficult to compare like-components

Problem

• Establish more levels to the category model, or roll-up categories

Solution


Application Software

Network

Hardware

Appliance

Server

Mainframe

Intel Compatible

VirtualNetwork

PC

Handheld

Document

Data

Facility

Process

Support Software

O/S

Application Platform

Web Server

Middleware

Message Broker

EAI

Telecom Software

App ServerBackup AgentPolicy

(Standard)

Not Production Environment

Component Categorization


Level 1

Level 2

Level 3

Etc.

Spe

cial

izat

ion

010203040506070

6.0

64.0

12.03.0 4.0 1.0

23.0

5.0

34.0

4.0

Incident Count (Dec '09)

Symptoms Report Example #3

• Inconsistent categorization

• Mix of type, service, component categorization

• Impossible to make sound business decisions

Problem

• Separate classifications and categories

Solution


Service Categorization

IT Service(Provider Service)

IT Business Service(End-to-End Service)

End-to-End Service

Network DesktopActive

DirectoryApplication Etc.




Personal Productivity

Network Desktop VoiceFile and

PrintActive

Directory.



Payroll Automation


DirectoryPayroll

ApplicationPayroll Hosting

Common Provider Services

Customer Knows This…

Service Categorization – Provider Service Determined After Initial Diagnosis



End-to-End Service


DirectoryApplication Etc.




Personal Productivity

Network Desktop VoiceFile and

PrintActive

Directory.



Payroll Automation


DirectoryPayroll

ApplicationPayroll Hosting

Correct Classification + Consistency = Business Value

Support Model Value


Reporting Types


Measurement

1. The Service Desk needs to transition measurement to make it relevant to non-IT Stakeholders

2. Report for a minimum of three stakeholder groups

3. Embrace CSI and communicate to both business and IT stakeholders


What to look for in a dashboard?


Ensure indicators follow SMART model

– Specific

– Measureable

– Achievable

– Relevant

– Time-Based

Trending

Hide/Show groupings of indicators

What to look for in a dashboard?


Ensure indicators follow SMART model

– Specific

– Measureable

– Achievable

– Relevant

– Time-Based

Trending

Hide/Show groupings of indicators

First Call Resolution: A Catalyst for Service Improvement?

First Call Resolution

• This is partly a story about FCR, how it can be used to advance service improvement. Ultimately this is a fable around measurement...

A Stimulus for Service Improvement.


What is FCR?

Powerful measure or KPI that provides insight into Service Desk performance and consumer satisfaction

• Classic Qualitative KPI

• Service Desk training/resourcing

• Support Model Planning and Execution

• IT Consumer Satisfaction correlation

• Efficiency of other IT Practices/Processes

What is FCR specifically in your organization?

• FCR means different things depending on who you ask...


What does FCR mean in your Organization?

• FCR is achieved when a resolution is provided at first contact with the Service Desk?

• FCR is achieved when a resolution is provided without the Service Desk escalating the call to 2nd Line Support?

• FCR is achieved when we provide the customer with a workaround but don’t close the problem?

• FCR is achieved when we provide the customer with a workaround after they submit a request electronically?


Answer

• The answer depends on what your goal of measurement is.

IT Consumer Satisfaction

Service Desk training

Support Model Maturity

Ask an accountant what 2+2 is and you get the answer ‘ what do you want it to be...


Why does FCR Matter?

• When does FCR matter?

When IT consumers can’t get their jobs done

When customer perception on the service desk matters

When team morale matters and we want to reduce service desk turnover


Why does FCR Matter?

• When does FCR matter?

When IT consumers can’t get their jobs done

When customer perception on the service desk matters

When team morale matters and we want to reduce service desk turnover

Basically FCR matters.


Setting ourselves up for...

We have to be careful what we measure...


Setting ourselves up for...

We have to be careful what we measure...


Making FCR work...

What are the considerations that make FCR

achievable?

How do we improve what we are doing today?

Understand Existing

Measurement Challenges?


Making FCR work...

KPI’s

• Overall FCR rate

• FCR Designed rate

Improve

• Baseline current performance

• Understand the ‘why’ behind the KPI(s)

Fix

• Inconsistent data capture on service desk

• Definition as to what FCR is

• All FCRS’ are not equally


Overall FCR Rate


Overall FCR Rate


The ‘why’ behind FCR


The ‘why’ behind FCR


Making FCR work...

KPI’s

• Overall FCR rate

• FCR Designed rate

Improve

• Baseline current performance

• Understand the ‘why’ behind the KPI(s)

Fix

• Inconsistent data capture on service desk

• Definition as to what FCR is

• All FCRS’ are not equally


Micro CSI Workshop – Actions to Earn Respect

HDI MotownJanuary 14th, 2010

Continuous Service Improvement (Reprised)


6. How do we keep the momentum

going?

5. Did we get there?

Business vision, mission, goals and

objectives

Baseline assessments

Measurable targets

Service & process Improvement

Measurements & metrics

ITIL V3 CSI – “Continual Service Improvement” book

6-Step – Continual Service Improvement Model

1. What is the vision?

2. Where are we now?

3. Where do we want to be?

4. How do we get there?

79

The Next Generation of Service Reporting

One Measure to Rule Them All!








The Measurement Dictionary…


Tactical Tree


Master Action Plan


Time for a Wrap Up


Summary

The Economic Big Picture is going to drive change in how Service Desks are resourced and staffed making it increasingly difficult to get respect

Understand that for many organizations IT will be out of the building business

CSI is your best friend, as it focuses your activities on value generation

Baseline your performance and share good and bad news

Get your measurement house in order –less is more

High Performance is a combination of Process, Stakeholder Satisfaction, and Service Desk Performance working in unison

Proven Practices (i.e. ITIL, MOPS, COBIT etc…) adoption are also your friend

Start small and demonstrate success

Learn to embrace change and lead the charge

Have fun


Take Action Today…

Two things for free and one for some coin…

1. Do a Maturity Assessment for a single practice and get your score…

2. Not ready for a customer assessment, how about an IT satisfaction assessment…

3. Get measurement clarity on your existing service desk data

Fill out a ballot and you will be entered to win an Apple iPad and will receive a complementary log into ITSM Coach with the ability to conduct a maturity

assessment and customer satisfaction survey.


Q & AAny questions?

Questions & Answers


Thank you!

Charles [email protected]

ThinkITSMwww.thinkitsm.com

Contact

5405 Eglinton Ave. WestSuite 201Toronto, OntarioM9C 5K6Canada

Toll-Free: 1.866.HUG.ITSM (484.4874)Fax: 1.647.259.0695Email: [email protected]


http://www.thinkitsm.com/

mailto:[email protected]

Think ITSM presents: Service Desk Respect and Improvement Catalysts

Technology

service desk industry

service desk data

service customers

service deliveryis

continual service improvement

business value

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