it service management week 1

7/30/2019 IT Service Management Week 1

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IT Service Management


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IT Service Management


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Amazon.com was founded by Jeff Bezos, a computer scienceand electrical engineering graduate from Princeton University.

Bezos had moved to Seattle after resigning as a Senior Vice-President at D.E.Shaw, a Wall Street investment bank.

He didnt know much about the Internet.

But he came across a statistic that the Internet was growing at2300%, which convinced him that it was a large growthopportunity.

Not knowing much more, he plunged into the world of e-commerce with no prior retailing experience.

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He chose to locate the company in Seattle becauseit had a large pool of technical talent and since itwas close to one of the largest book wholesalers

located in Rosenburg, Oregon.He was thinking of the company as a bookseller atthe beginning.

Moreover, the sales tax laws for online retailersstate that one has to charge sales tax in the state inwhich one is incorporated.

Therefore it was logical to locate in a small state.

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The company was started in a garage. Initialbusiness meetings were conducted at a local Barnesand Noble store. Bezos picked the name 'Amazon'for his company because it started with the letter A,signified something big, and it was easy to spell.

The company went online in July 1995.

In May 1997, Amazon.com went public.

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1. When you have a window of opportunity, go for the

jugular even if you have to exhaust a huge number

of resources.

2. Think long-term meaning 5 7 years, not 5 7months.

3. Long-term market share is more important than

short-term profits

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4. Its ok to make mistakes but its not ok

to be timid.

5.

Obsess over Customers.6. Be first in a big market

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The Power of PassionBe different. Think different."Better be a pirate than to join the navy.

Do your best. Do your best at every job. No sleep!Success generates more success. So be hungry for it.Hire good people with passion for excellence.

Do what you love to do. Find your true passion. Dowhat you love to do make a difference! The only wayto do great work is to love what you do.

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http://www.1000advices.com/intro/passion_brief.htmlhttp://www.1000advices.com/intro/be_different_brief.htmlhttp://fun4biz.com/coach/coach/thinking_outside-the-box.htmlhttp://www.1000advices.com/intro/success_personal_wheel_brief.htmlhttp://www.1000advices.com/guru/entrepreneur_do-what-you-love_sj.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/passion.htmlhttp://www.1000advices.com/guru/entrepreneur_do-what-you-love_sj.htmlhttp://www.1000advices.com/guru/entrepreneur_do-what-you-love_sj.htmlhttp://www.1000advices.com/guru/entrepreneur_do-what-you-love_sj.htmlhttp://www.1000advices.com/guru/entrepreneur_do-what-you-love_sj.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/passion.htmlhttp://www.1000advices.com/guru/entrepreneur_do-what-you-love_sj.htmlhttp://www.1000advices.com/intro/success_personal_wheel_brief.htmlhttp://fun4biz.com/coach/coach/thinking_outside-the-box.htmlhttp://www.1000advices.com/intro/be_different_brief.htmlhttp://www.1000advices.com/intro/passion_brief.html


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1. Do what you love to do. Find your true passion. Do

what you love to do make a difference! The only way to

do great work is to love what you do.2. Be different. Think different. Better be a pirate than

to join the navy.

3. Do your best. Do your best at every job. No sleep!Success generates more success. So be hungry for it.

Hire good people with passion for excellence.

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http://www.1000advices.com/intro/passion_brief.htmlhttp://www.1000advices.com/intro/passion_brief.html


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4. Make SWOT analysis. As soon as you join/start a company, make a list

of strengths and weaknesses of yourself and your company on a piece

of paper. Dont hesitate in throwing bad apples out of the company.

5. Be entrepreneurial. Look for the next big thing. Find a set of ideas that

need to be quickly and decisively acted upon and jump through that

window. Sometimes the first step is the hardest one. Just take it! Have

the courage to follow your heart and intuition.

6. Start small, think big. Dont worry about too many things at once. Take

a handful of simple things to begin with, and then progress to more

complex ones. Think about not just tomorrow, but the future.

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7. Strive to become a market leader.

Own and control the primary technology in everything you

do.

If theres a better technology available, use it no matter if

anyone else is not using it.

Be the first, and make it an industry standard.

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8. Focus on the outcome.

People judge you by your performance, so focus on the outcome.

Be a yardstick of quality.

Some people arent used to an environment where excellence is expected.

Advertise.

If they dont know it, they wont buy your product.

Pay attention to design.

We made the buttons on the screen look so good youll want to lick them.

Design is not just what it looks like and feels like. Design is how it works.

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9. Ask for feedback.

Ask for feedback from people with diverse backgrounds.

Each one will tell you one useful thing.

If you're at the top of the chain, sometimes people won'tgive you honest feedback because they're afraid.

In this case, disguise yourself, or get feedback from other

sources.

Focus on those who will use your product listen to your

customers first.

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10. Innovate.

Innovation distinguishes a leader from a follower.

Delegate, let other top executives do 50% of your routine work to be able to spend

50% your time on the new stuff.

Say no to 1,000 things to make sure you dont get on the wrong track or try to do

too much.

Concentrate on really important creations and radical innovation.

Hire people who want to make the best things in the world.

You need a very product-oriented culture, even in a technology company.

Lots of companies have tons of great engineers and smart people.

But ultimately, there needs to be some gravitational force that pulls it all together.

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11. Learn from failures.

Sometimes when you innovate, you make mistakes.

It is best to admit them quickly, and get on with improving

your other innovations.

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12. Learn continually.

Theres always one more thing to learn!

Cross-pollinate ideas with others both within and outside

your company.

Learn from customers, competitors and partners.

If you partner with someone whom you dont like, learn to

like them praise them and benefit from them.

Learn to criticize your enemies openly, but honestly.

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Steve Jobs, the genius who gave the world those cute littleiThings and Pixar.

We have him to thank for making films with a prodigal fish, toys

that live, cars that talk, a rat that cooks gourmet, a balloon flying

house.

Films with more heart than most movies with actual people.

We also have him to thank for constantly reminding us to strive

for excellence.

He is an inventor, an entrepreneur, an innovator, a life guru.

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Humble Beginnings

Steve Jobs, founder ofApple Computer Corp.
http://www.innovarsity.com/coach/bp_innovation_strategies_apple.htmlhttp://www.innovarsity.com/coach/bp_innovation_strategies_apple.htmlhttp://www.innovarsity.com/coach/bp_innovation_strategies_apple.htmlhttp://www.innovarsity.com/coach/bp_innovation_strategies_apple.htmlhttp://www.innovarsity.com/coach/bp_innovation_strategies_apple.htmlhttp://www.innovarsity.com/coach/bp_innovation_strategies_apple.htmlhttp://www.innovarsity.com/coach/bp_innovation_strategies_apple.htmlhttp://www.unifiedmanufacturing.com/blog/wp-content/uploads/2011/10/Jobs-Young-Steve.gif


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His unwed mother decided to put him for adoptionimmediately after Steve was born because he was "anunexpected baby".

He went to college but decided to drop out because it wastoo expensive.

Recalling his time there Steve Jobs said, "I didnt have adorm room, so I slept on the floor in friends rooms, Ireturned coke bottles for the 5 deposits to buy food

with, and I would walk the 7 miles across town everySunday night to get one good meal a week at the HareKrishna temple."

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Innovative Entrepreneur At 20, Steve Jobs and Steve Wozniak started a company

in a garage on April 1, 1976 after Steve saw a computerWozniak designed for himself.

Jobs named their company Apple in memory of a

happy summer he had spent as an orchard worker inOregon.

Later that year, the duo debuted the Apple I at theHomebrew Computer Club in Palo Alto, California.

A local store offered to buy 50 machines and to financethe production, the duo had to sell their most expensivepossessions. Jobs sold his Volkswagen van while

Wozniak sold his Hewlett-Packard scientific calculator.

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The company's second product called Apple II becamesuch a hit that it is credited to be the best selling computerin the 1970s and early 1980s.By 1982 however, his company sales sagged in the face ofcompetition from IBMs new PC.

Apple Inc. started working on a new machine (insanelygreat according to Jobs) called the Macintosh.Steve Jobs was reported to commandeered the project,ruthlessly pushing its computer engineers and flying a

pirate flag above the building where the team worked.2

Humble Beginnings
http://www.1000ventures.com/info/team_winning_7elements_brief.htmlhttp://www.1000ventures.com/info/team_winning_7elements_brief.html


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Conflict can stem from an unequal division of resources.

When team members believe they are not receiving enoughbenefit or recognition for what they are giving, they

sometimes reduce their effort and turn in work of lowerquality.

Such freeriding occurs most frequently when divide andconquer strategies combine individual contributions into a

single product or performance and individual effort isperceived as unequal.

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At this point, some team members may take on extraresponsibilities while other team members may reducetheir own efforts or withdraw from the team completely,engaging in social loafing.

These behaviors may engender anger, frustration, orisolationresulting in a dysfunctional team and poorquality of work.

However, a well-formulated team contract might help a

team avoid such potentially dysfunctional dynamics.

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Each team to provide a professional and organized proposal that demonstrates the teams ability towork productively, professionally, and collaboratively in a timely manner.

Peer Evaluation

Name: _____________________ Student #: _________________ Date: ____________

Name of Team: ____________________________Section:____________

How well did your group perform as a team duri ng this portion of the project?Circle one (Poor > 1 2 3 4 5 6 7 8 9 10 < Excel lent)

Based on the initiative and leadership demonstrated, the input of ideas, and the overall

Workload how would you evaluate each of the members of your team?

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1 2 3 4 5

Name of Team Members Divide 100

among each

member

Contribution to research 1-15

Attendance at meetings 1-10

Preparation for

meetings

1-10

Cooperation &

timeliness

1-10

Contribution to

discussion at meetings

1-10

Workload contrib. to

final project

1-15

Accept others point of

view

1-10

Added to teameffectiveness 1-10

Desire to do their best

and achieve

1-10

Total contribution to the

team

100

100


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DATE: Week One LESSON

NO.1

UNIT code

COURSE: OMFP1260

Help desk standards

TOPIC:

course outline

delivery strategy

polices

INSTRUCTOR

Michael Stacey

Office Location: 1D17E-mail: [email protected] (home)SUBJECT OF LESSON

Welcome to Conestoga College, course outline, delivery strategy, polices, reading assignments. The role of the teacher includes promoting human relationships, affirming and recognizing students input,

providing opportunities for students to develop a sense of group cohesiveness, maintaining the group as a

unit, and helping students to work together in a mutual cause.

Lesson 1 introduction

strategic corporate objective(Appling best business practice)

INSTRUCTIONAL AIDS, MATERIALS, OR TOOLS NEEDEDCourse Web Site: www.conestogac.on.ca/~mstaceyComputer lab, provide each student with course outline and policy paper

REFERENCESall core material can be accessed via web site - Michael Stacey

web page Notes, assignments, power points

www.conestogac.on.ca/~mstacey

attendance
mailto:[email protected]:[email protected]


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LESSON OUTLINE

The "delivery strategy".

Lecture

The purpose of a lecture is to clarify information, supported by various audio-visuals. information

handouts, student presentations and reading assignments

Discussion (trends and innovations)

Discussion to solicit and involve the student in content transmittal. The discussion promotes

understanding and clarification of concepts, ideas, and feelings.

Demonstration (group work)

The purpose of the demonstration is to transmit Projects, research papers, practice, and simulated

experiences.

During actual classroom interaction, the teacher needs to make adaptations and to add artistry to

each lesson plan and classroom delivery.

ASSIGNMENT Students to retrieve lesson one, read and be prepared to discuss next class

PRIMARY GOAL

The goal of facilitation is to provide information for IT students training and the systematic approach

to delivering effective instruction with high impact for both the participants and the organization.


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Welcome to Conestoga College, course outline,delivery strategy, polices,

Lesson 1 introduction strategic corporate objective(Appling best business practice)

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The role of the teacher includes promotinghuman relationships, affirming andrecognizing students input, providing

opportunities for students to develop a sense ofgroup cohesiveness, maintaining the group as aunit, and helping students to work together ina mutual cause.

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IT Service Management - Corporate Objectivearguing the Business case Service Desk(function): Understanding its role and function

in the IT infrastructure and its relationshipwith The Computer Support Industry

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Information flows into, through andfrom it. In order to compete in global

markets, productivity must remainhigh. At the same time, the costs formaintaining high levels of

productivity must be reduced.

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To control the real and hidden support costs.Investment in an integrated technologies whilemaintaining high customer-satisfaction levels.

Emphasis is given to problem solving andtroubleshooting, team dynamics, andinterpersonal communication skills andtechnologies used in providing exceptional

customer support.

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The IT Service Management processes are bestunderstood as concepts about theorganizations, quality and services which

influenced the development of the discipline.Familiarity with these terms also helps tounderstand the links between all these topicsservices, quality, organization, policy and

process management.

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Provide the background for the development of a

systematic approach to IT ServiceManagement.

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The Strategic Corporate Objectiveis used to helpthe organization understand the most

important consideration for any business, isthat the Organizations Objectives are met(customer satisfaction increased market share,lower costs, improved business practices

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An example of a Business Processes {e-bay} Theprocess is a series of activities carried out toconvert an input into an output

Business Processes.. We can associate the inputand output of each of the processes

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Quality characteristics and standards to provideinformation about the results to be obtained by

the process and monitor the quality of theproducts and services provided by theorganisation.

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You cant do this without aligningyour strategy with the businessstrategy. You cant deliver effective

IT services without knowing aboutthe demands, needs and wishes ofyour customer. Organizations

objectives to be met must be a seriesof corporate business units workingtogether

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Each business processes needs a variety of

services and Service Provision in order towork. The next level of The Strategic Corporate

Objectiveis

Service Management Provides effective andefficient process driven management,

supporting the IT objectives of deliveringservices that are required by the business.

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At this layer the IT professionals manage all theinfrastructure (including hardware, software,

tools, etc.) in order to deliver theOrganizational Objectives, and a set of bestbusiness practice and processes.

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Customer Relationship Management (CRM) is thescience of developing a customer-centered

organization. With a CRM focus, a companyutilizes every opportunity to build long-term,mutually satisfying relationships.

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Provision of services and quality, addressing therelationship between the quality experienced

by the customer's organizational end users, andthe associated quality management by theprovider of the IT services. Customer Supportwith CRM

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Organization and policies. addresses conceptssuch as vision, objectives, policies anddiscusses issues such as planning, corporate

culture and Human Resource Management.This section also discusses the coordinationbetween the business processes of a companyand the IT activities.

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Organizations are often highly dependent on theirIT services and expect the IT services not onlyto support the organization, but also to present

new options to achieve the objectives of theorganization. Traditionally, the highexpectations of customers of IT Services tend tochange significantly over time

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Providers of IT services can no longer afford tofocus on technology.

Organizations now have to consider the quality ofthe services they provide and focus on therelationship with their customers.

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To provide this high quality level of servicerequires full management of the IT

infrastructure; hardware, software, tools,processes, procedures, documentation andrelationships.

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Services are provided through interaction withthe customer. Services cannot be assessed inadvance, but only when they are provided. The

quality of a service depends to some extent onthe way in which the service provider and thecustomer interact.

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In contrast to the manufacturing process,customer and provider can still make changeswhen the services are being delivered. How the

customer perceives the quality of the serviceand what the provider thinks they supply willdepend on their personal experiences andexpectations of the people involved.

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Service organization

Internal marketing is the notion that a uniqueaspects of services have led to a concept that

must focus on its employees, or internalmarket, before successful programs can bedirected at customers.

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Services are activities, deeds, or other basicintangibles offered for sale to consumers inexchange for money or something else of value.

In Canada over 60 cents out of every consumerdollar is spent on buying services. There arecertain commonalities between services asproducts that set them apart from tangible

goods.

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IntangibilityIs a unique feature of services in that services

cannot be held, touched, or seen beforepurchase? A major marketing need for servicesis to make them tangible or show the benefits of

using the service.

InconsistencyThe second "I", refers to the fact that service quality

varies. Services are provided by people whohave different capabilities and also vary in theirjob performance from day to day. Inconsistencycan be reduced through standardization andtraining.

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InseparabilityRefers to the fact that the consumer does not

(and cannot) separate the service from thedeliverer of the service.

Inventory Of services, the fourth "I", highlightsthe fact that inventory carrying costs are moresubjective and related to idle productioncapacity.

Idle production capacityIs when the service provider is available butthere is no demand.

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The process of providing a service is a

combination of production and use, in whichthe provider and customer participate

simultaneously.Enable the IT group to provide reliable

Information Systems to meet the requirementsof the business processes, and the way these

services are delivered to the externalcustomers. This in turn enables theorganisation to meet its Business Objectives.

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Services vary in terms of their degree of

tangibility and whether they are good orservice dominant.

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The range of services is referred to as the servicecontinuum Consumers evaluates a service bycomparing their expectations with their actual

experience.Gap analysis is used to identify differences

between expectations and experience on fiveservice quality dimensions. Tangibles,

reliability, responsiveness, assurance, empathy

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The supplier should continuously assess how theservice is perceived and whether the customerexpectations have shifted.

When service quality is high, all customers

become accustomed to that being the baselevel of service.

This is a real problem for the service providerwho must negotiate the mine-field of changingthe service or changing the price.

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Extract: Quality is the totality of characteristics of

a product or service that bears on its ability tosatisfy stated and implied needs (ISO-8402).

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The customer is the most important part of theproduction line.

It is not enough to have satisfied customers, theprofit comes from returning customers andthose who praise your product or service tofriends and acquaintances.

The key to quality is to reduce variance.

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Break down barriers between departments.

Managers should learn to take responsibility and

provide leadership

Improve constantly.

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Institute a vigorous program of education andself-improvement.

Institute training on the job.

The transformation is everybody's job.

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Plan: What should be done, when, by whom,how, using what?

Do: Implementation of the planned activities.

Check: Determine if the activities provided theexpected result.

Act: Adjust the plans based on informationgathered while checking.

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The responsibility of everyone working in theorganization.

Every employee has to be aware of his/her

contribution to the organization which affectsthe quality of the work delivered by colleaguesand eventually the services provided by theorganization as a whole.

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Quality assurance ensures that improvementsresulting from quality management are

maintained.

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The organizational structure related toresponsibilities, procedures and resources for

implementing quality management.

The ISO 9000 series of standards is often used todevelop, define, assess and improve qualitysystems.

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ISO is the International Standards Organization.

A quality system that complies with the ISOstandard

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The European Foundation for QualityManagement (EFQM) model can be useful indetermining the maturity of an organization.

It identifies the major areas to be considered whenmanaging an organization (9 in total).

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Demings Quality Life-Cycle is incorporated inthe EFQM model. Based on the outcomes from"result areas" actions are taken (strategy,

policies).These actions serve to underpin the planning (e.g.the structure of the processes), which shouldlead to the desired results.

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The European Foundation for QualityManagement was set up in 1988 by fourteen

large European companies, with the support ofthe European Commission.

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The objective of the EFQM is to promote TotalQuality Management, aimed at excelling in

customer satisfaction, employee satisfaction,and appreciation by society, and performanceresults.

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The EFQM Model of Business Excellence,generally known simply as the EFQM model, is

widely accepted as the major strategicframework for managing an organizationaimed at the balanced, continuingimprovement of all aspects relevant to the

business.

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Within CMM the levels are:

1. Initial - the processes occur ad hoc.

2. Repeatable - the processes have been designed

so that the service quality should be repeatable.3. Defined - the processes have been documented,

standardized and integrated.

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4. Optimizing- the organization consciouslyoptimizes the design of its processes to improvethe quality of its services, or to develop newtechnology or services

5. Managed - the organization measures theresults and consciously uses them to improvethe quality of its services.

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The management regularly assesses the operationof the quality system, and uses the results ofinternal audits to implement improvementmeasures where necessary;

The suppliers procedures are documented andcommunicated to those affected by them;

The customer complaints are recorded, dealt with

in a reasonable time, and used to improve theservice where possible;

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ISO - 9000 refers to standards for registration and

certification of a manufacturers quality

management and quality assurance system.

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The supplier controls the production processesand can improve them.

An ISO certificate does not provide an absolute

guarantee about the quality of the serviceprovided.

However, it does indicate that the supplier takesquality assurance seriously and is prepared to

discuss it.

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The new ISO 9000 series of standards, ISO-9000-2000, puts even greater emphasis than theprevious standard on the ability of anorganization to learn from experience and toimplement continuous quality improvement.

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Green marketingrepresents marketing efforts to

produce, promote, and reclaimenvironmentally sensitive products.

ISO-14000 consists of worldwide standards forenvironmental quality and green marketingpractices.

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The European Unions ISO - 9000 standards,though not trade regulations, have the same

effect on business practice.

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Capability Maturity Model Integration (CMMI)is a process improvement approach thatprovides organizations with the essentialelements of effective processes.

It can be used to guide process improvementacross a project, a division, or an entireorganization.

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The Institute of Electrical and

Electronics Engineers (IEEE) styleis a widely accepted format for

writing research papers, commonly

used in technical fields, particularly

in computer science.


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Continuing lecture on communication skills withgood business policies explain the supportindustry with: services, quality, organization,policy and process management

Explain IT Service Management.

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Lecture Objective: Service Desk (function):Understanding its role and function in the ITinfrastructure and its relationship Provide thebackground for the development of asystematic approach to IT ServiceManagement.

it service management week 1

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