omnitracker | the future of service level management

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31.10.2014 -1- © OMNINET The Future of Service Level Management By Christophe Faems

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Page 1: Omnitracker | The future of service level management

31.10.2014 - 1 -© OMNINET

The Future of Service Level Management

By Christophe Faems

Page 2: Omnitracker | The future of service level management

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Simply Speaking

• Service Level Management is the process to translate specific

customer needs into well managed Services which will be

delivered to agreed targets

• SLM part of Service Lifecycle

• Service Strategy

• Service Design

• Service Transition

• Service Operations

• Considered as the most important process for

Continual Service Improvement• What you should measure

• What you can measure

• Data gathering

• Data processing

• Data Analysis

• Presentation of information

• Implementation of Corrective Actions

Service Level Management (SLM)

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BASIC SERVICE LEVEL

MANAGEMENT

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Basic Service Level Management

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Service A(e.g. Email)

Service B(e.g. File Services)

Service C(e.g. Backup Services)

End Users

Internal

Focus

ICT

Service Catalogue

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Objective of Basic SLM

• ICT offers a “common” Service Catalogue

• Documented Service and Service Levels (Translated into Service

Level Agreements)

• “Common” agreement on how it will be measured and

presented

• Limitations

Service Level Management defines the level of service based on

ICT capabilities

Responsibilities are defined to support the services

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SERVICE LEVEL MANAGEMENT FOR MORE MATURE ORGANIZATIONS

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Service Level Management for more mature

Organizations

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Service A(e.g. Email)

Service B(e.g. File Services)

Service C(e.g. Backup Services)

ICT

End Users

Business Units

Service D(e.g. Business Specific)

Business ICT

Business

FocusService Catalogue

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SLM Objectives for more mature

Organizations

• ICT offers a “Customer Specific” Service Catalogue

• Negotiated & agreed documented Service and Service

Levels (Translated into Service Level Agreements,

penalties might be applicable)

• “Customer Specific” agreement on how it will be

measured and presented towards the Business

Service Level Management defines the specific level of service

needed to support Business

Supports Business Case

Mutual responsibilities (Business and ICT)

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Balance between the customer’s expectations and

ICT’s capabilities (Comes with a certain Cost)

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SLM Reporting

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• Reporting requirements are mainly based on facts &

figures

SLA is expressed in ‘%’

KPIs are expressed in ‘#’ and ‘%’

Examples:

Tickets Opened vs Closed

Tickets Re-Opened

Ticket solved per Group

Average Resolution Time

Duration Open Tickets

First Call Resolution

Tickets Solved within SLA

Classification

System Availability

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Service Level Agreement - Focus

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Customer Organization

SLA OLA

• Focus of the Agreement

– People & Skills

– Systems (Availability)

– Timing (Response, Resolution)

UC

Internal Teams

Focus = on Performance

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Conclusion

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• Through Service Level Management we try to manage

and measure Expectations (what has been agreed

upon)…

Is Service Delivery only

defined/measured

by

Facts & Figures?

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What’s Missing…?

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All SLAs can be in green but…

Is your End-User happy?

What’s the perception of the provided Services

Only SLA reporting does not provide the full picture!

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Story of a boy…

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…So there’s also the factor of Perception.

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Importance of Perception

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• Perception is subjective

• Method to receive “true” pain points

• Based on the end-users interaction with the service/product

• Doing “average” is just not good enough…

• Impact on business support & profitability

• Positive word-of-mouth will result in better aligned ICT and

Business

• Negative word-of-mouth will have a direct impact on your costs

& sales

…”Perception” is key input for the Continual

Service Improvement process…

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Impact on Perception

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• The perception of your End-User can be impacted by:

– The Quality of the Service provided

• Communication

• Transparency

– The Quality of the Solution provided

• Completeness of the solution (Features)

– Pricing

• What you pay What you get

– Situational factors

• Understanding the importance

– Personal factors

• Customer’s mood or emotional state

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Feedback from the Market

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• Competition is high

Impact on Pricing

• “Service” is sold as a key differentiator

You have to prove this

• Social media are often driven by perceptions

The impact can be fast & widely spread

You have to make the Difference!

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ADVANCED SERVICE LEVEL

MANAGEMENT

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Advanced Service Level Management

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Service A(e.g. Email)

Service B(e.g. File Services)

Service C(e.g. Backup Services)

End Users

Customer

Focus

Business Units

Service D(e.g. Business Specific)

Business ICT

ICT

Service Catalogue

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• The road towards a mature customer-focus

organization is based on Service Level Management

that manages and measures both Expectations &

Perceptions.

• Through Customer Satisfaction, both Expectations &

Perception can be measured.

Conclusion

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Customer Satisfaction

OMNITRACKER

Tooling can support you...

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Best practices on how to measure CSAT?

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Process Flow based on the DMAIC Improvement Cycle

Define specific questions

Measure Response &

Responsiveness

Analyze Results

Improve Responsiveness

and Quality of Questions

Control the process through

Versioning

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Method

• Use an Active and

Passive approach• Ask specific questions to the right

group of people

• Define the right questions• What do you need to know (not

always the same as what you

want to know)

• Avoid “Open” questions

• To measure multiple dimensions,

you need to split up the questions

• Limit the number of

Questions

OMNITRACKER

• Define questions based

on specific target groups

• Define questions based

on specific processes

• Re-use of questions

• Combine up to 6

questions into a survey

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Best practices on how to measure CSAT?

Define Specific

Questions

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Method

• Define a method (e.g. email)

• Easy to establish and maintain

• Cost effective to run

continuously

• Limit the number of Surveys

(e.g. Survey Interval)

• Studies have shown that the

Abandonment Rate goes up by

the number of Questions

asked. (Trend is even worse

for Executives)

• Consider using incentives

• Tracking on Individual Level

OMNITRACKER

• Specify target group(s) and

participants rate

• Person longest not invited

• % of users

• Invites are sent via Email

• Define when to send invite

• End-Users respond directly via

a Web Client (End-User Portal)

• Tracking of responsiveness on

individual level

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Best practices on how to measure CSAT?

Define Specific

Questions

Measure Response

& Responsiveness

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Method

• Make use of Automated

report generation

OMNITRACKER

• Ad-Hoc or scheduled

automated reporting

• Automatic delivery of

reports to specific set of

users

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Best practices on how to measure CSAT?

Define Specific

Questions

Measure Response

& ResponsivenessAnalyze

Results

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Method

• Redefine questions and

targeted audiences

OMNITRACKER

• Redefine questions and

targeted processes &

audiences

© OMNINET

Best practices on how to measure CSAT?

Define Specific

Questions

Measure Response

& ResponsivenessAnalyze

Results

Improve Respons-

iveness and Quality

of Questions

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Method

• Control the process

through Versioning

OMNITRACKER

• Control the process

through Versioning

© OMNINET

Best practices on how to measure CSAT?

Define Specific

Questions

Measure Response

& ResponsivenessAnalyze

Results

Improve Respons-

iveness and Quality

of Questions

Control the

process through

Versioning

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CSAT Survey Package

The ‘Customer Satisfaction Survey’ solution:

Add-on package

Integration with any defined Process (e.g. ITSM, PMC, SMC Process

template)

Enables to run Customer Surveys in fully automated, intelligent

and confidential approach

Zero administration

Showing the results of the overall satisfaction of your customers

via predefined Reports

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Conclusion

• The road towards a mature customer-focus organization is based on

Service Level Management that manages and measures both

Expectations & Perceptions.

• Through Customer Satisfaction, both Expectations & Perception

can be measured.

• Automation via Tooling is key to improve efficiency within Service

Level Management

© OMNINET

Service Catalogue based on Internal Capabilities

Business specific Service Catalogue managed on expectations

Business specific Service Catalogue managed on expectations & perception

Mature customer-focused

organization

Efficiency

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THANK YOU

PLEASE VISIT US @E028

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