the service desk:

© 2006 AmerIT Learning. All Rights Reserved.

The Service Desk:Critical to Success with ITIL®

HDI Chapter MeetingMay 9, 2006


Overview

vWhy is ITIL® Important?vWhat Makes ITIL® Work?vWhy is the Service Desk Critical?vMyth BustingvOther Practical Take-aways


Why is ITIL® Important?


ITIL® Activity

vGartner Surveys of Key initiatives planned: Ø 2004: 30% had ITIL® initiativesØ 2005: 42% had ITIL® initiatives

v itSMF 2005 Survey of Key initiatives planned: Ø Incident Management Improvements 73% Ø Configuration Mgt. (CMDB) Activities 65% Ø Enterprise Change Management Activities 60% Ø Long-term ITIL® Business Strategies 49% Ø ITIL® and COBIT® Alignment Activities 19%


ITIL® Adoption

1

9,453

65,644

74,000

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

Average per year for 1993-2003 (total of 103,981)

2004 actual Run rate for 2005 based onmid year actual of 37,000

All EXIN Exams ATTEMPTED1993 - 2005

Figures extrapolated from EXIN data shared at itSMF USA Conference


v Selected set of “Top 25” NEW IT Competencies Ø Understanding Existing Systems and Technology (T1)Ø Applying Procedures, Tools and Methods (T3)Ø Understanding Business Practices and Approaches (B1)Ø Behaving Commercially (B2)Ø Focusing on Results (H3)

Gartner Speaks Up

“By 2008, 90% of top-tier internal and external service providers will be distinguished by their substantial process capabilities, as well as their quality and service improvement capabilities (0.7 probability).”


Other Results

v …estimates that moving from no adoption of IT Service Management to full adoption can lower an organization’s TCO by 48% - Gartner

v “…. will continue to gain momentum …promising to slash the cost of IT service delivery [labor] which is more than 40% of total IT costs….” -Forrester


ITIL® at Work

v An example in the Sept 2005 CIO Magazine article on ITIL points out an example at Pershing.Ø Thanks to ITIL®, which Pershing adopted in January 2004, the

person who answers the phone has visibility to previous similar incidents and how they were fixed

Ø Since the service desk was restructured according to ITIL guidelines 12 months ago, Pershing's incident response time has dropped by 50%.

v Additionally, since incidents are tracked and managed every time they recur, it's easy for IT staff to spot trends and eliminate many previously chronic problems by performing a root-cause analysis


Benefits of ITIL®

v IT services become more customer-focused v The quality & cost of IT services are better managed v IT changes are easier to manage and deliver v IT procedures are standardized v Functional integration across IT organization v Auditable performance measurements are definedv Common (global) terminology


What Makes ITIL® Work?


v Cultural ChangeØ True Focus on Needs of the

Business for IT Services - no more and or less

v Organizational ChangeØ IT Organization Focuses on overall

Objectives (and processes) notFunctional Structure (departments)

v ExpertiseØ Outside in (Consulting)Ø Inside Out (Education)

v Tools and EnablersØ ITIL® “Aware”, Purpose-driven

A Holistic Approach

© American ITIL ® 2004 – All Rights Reserved ®

ServiceDesk

CIO/CTO

Desktop

NetworkAdmin

Servers

DBA

IncidentMgt.

ProblemMgt.

ChangeMgt.

AvailabilityMgt.

ServiceLevelMgt.

ReleaseMgt.

CapacityMgt.

ITIL Enabled Matrix Management

Traditional IT Functions

ITIL Processes

ITService

Manager


Compatible NOT Competitive

Non-Prescriptive

Quality Methodologiesß ISO-9000ß TQM / Demingß Kaizanß Capability Maturity Model (“Pure”)

IT Improvement Value Pyramid© 2005 AmerIT Learning®

Serv

ice

Des

k

Inci

dent

Mgt

.

Prob

lem

Mgt

.

Con

figur

atio

nM

gt.

Cha

nge

Mgt

.

Rel

ease

Mgt

.

IT F

inan

cial

Mgt

.

Ava

ilabi

lity

Mgt

.

Cap

acity

Mgt

.

IT S

ervi

ceCon

tinui

tyM

gt.

Serv

ice

Leve

lM

gt.

Help Desk InstituteSTI Knowledge

Change Mgt.Learning Ctr.

CM2Disaster Recovery

InstituteCSI

(KCS)SEI

CMM

Descriptive

“Best Practices” (Prescriptive)

Quality EnablersProject Managementà

Six Sigma à

ITIL® Framework


Process Model

© AmerIT Learning Corp. 2005 and 2006, All Rights Reserved Do Not Reproduce In Any Manner - Version 2.0.3 Page 27

Generic Process Model

Goal

Owner

Key Performance Indicators

Activities (Tasks and Workflow)

Resources and Roles

Inputs Outputs


Process Integration

35 Page 35© 2004 Art of Service - licensed to AmerIT Learning Corp.

ITIL Service Management Spider

Service DeskService Desk

Service LevelManagementService LevelManagement

FinancialManagement

FinancialManagement

CapacityManagement

CapacityManagement

SecurityManagement

SecurityManagement

Problem Management

Problem Management

Configuration Management

Configuration Management

Change Management

Change Management

Release Management

Release Management

AvailabilityManagementAvailability

ManagementContinuity

ManagementContinuity

Management

Incident Management

Incident Management


Why is the Service Desk Critical


vTo provide a Single Point of Contact for Customers and an operational single point of contact for managing incidents to resolution.

Service Desk Goal


Service Desk Objectives


Activities (Objectives)Service Desk(Function)

• Improve Service to and on behalf of the Business• Provide Advice and Guidance to Customers• Coordinate Rapid Restoration of Normal Service

Operations• Manage Expectations set out in the Service Level

Agreements (SLA)• Communicate and Promote Services• Management Information, Metrics and Reports.


v The Service Desk is a function – the only place within ITIL®

Service Management where we are concerned with an organization unit or department unto itself

v Service Desk serves as the front office for all the other IT departments

v For the user, the Service Desk provides the single point of contact with the IT organization

v The Service Desk will handle activities related to a number of basic ITIL® processesØ Incident Management & Problem ManagementØ Change Management & Release ManagementØ Configuration ManagementØ Service Level Management

The Command Center


Service Desk Function

Financial Mgt. for IT

Service LevelManagement

ConfigurationManagement

IT Service C

ontinuityM

anagement

CapacityM

gt.

Availability

Managem

ent

Service Desk

IncidentM

gt.

ProblemM

gt.

Change

Mgt.

Release

Mgt.

Security


Primary Directive

The objective of the Service Desk is to support the provision of the services that have been agreed upon by guaranteeing access to the IT organization and undertaking a range of support activities from the various processes.

By serving as an initial point of contact, the Service Desk facilitates a rapid restoration of service by performing as the first source of advice, information and/or guidance, gathering suitable and necessary information for second and third-line support when unable to resolve the incident and passing it on is required.

The Service Desk provides a professional and empathetic voice. Most importantly, the Service Desk assures that the customers’ needs are met as agreed, including timely status updating to the customer and coordinating appropriate follow-up by the other individuals involved in delivering support.


Myth Busting


“SPOC and Hub”SPOC

ServiceDesk

Users

Users

Server

DBA

Network

Desktop

“IT”ServiceLevelMgt.

Sales

LegalPurchasingContracts

Acct.

R&D

Mfg.

OS or App.

Vendor

HardwareVendor

DBA

Network

OLA

OLA

UC

UC

SLA

SLA

SLA

SLA

SLM Hub Diagram


Incident Activities


Ow

ners

hip,

Mon

itor

ing,

Tra

ckin

g an

d C

omm

unic

atio

n

Incident Closure

Investigation and diagnosis

Incident detection and recording

Resolution and recovery

Service Request or Change?

Service Request Procedure

Classification and initial support

Yes AService Request

for a change?

Yes

No Submit Request For Change

No


Incident MatchingIncident / Problem Integration

Incident #: 101Description : PO UpdateExtension displays inaccurate10 x $1.79 = $180.00Time Spent: 30 minutesResolution: Ignore it



Problem #: 201Description : Extension displays inaccurate10 x $1.79 = $180.00Resolution: Ignore it

Incident #: 104Description : Vendor SummaryLine item extensions inaccurate

Incident #: 105Description : Vendor SummaryLine item extensions inaccurate

Problem #: 202Description: Vendor SummaryLine item extensions inaccurate

Known Error #: 401Root Cause : A software routine rounds incorrectly and displays inaccurate data when called by displays and reports.Configuration Item:Program PO117

RFC #: 501Description : Vendor SummaryLine item extensions inaccurate


How to Measure FCR

Time

FRC%


To restore normal service operation as quickly as possible and minimize the adverse impact on business operations.

Incident Mgt. Goal


Other Practical Take-aways


Classification ExerciseImpact / Urgency Matrix

4334

3323

3212

211Impact: 1

321Urgency:

Incident

RFCService Request


Measuring

Incident Managementv First Contact Resolution

v Elapsed Time to Resolution

v Incidents Resolved within SLA parameters

v Incident Unmatched to Problem/KE

v % Correct Resolution (first)

v Service Down Time to Customer

Service Deskv Time to respond

Ø Hold timeØ Abandoned CallsØ Electronic reply time

v Incidents Responded to within SLA parameters

v Incident descriptions accuratev Incidents correctly classifiedv Incidents correctly escalatedv Incidents closed completelyv Status inquiries from usersv Customer Satisfaction


To provide the industry’s best value and

top satisfaction in ITIL® education.

AmerIT Learning Mission

v Dick Szymanski Ø 916-608-0755Ø [email protected]Øwww.ameritlearning.com

the service desk:

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