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Building a

Service Desk
IT Infrastructure Library™ (ITIL)

Using ITIL® Best Practice


ITIL® is a registered trademark of the Office of Government Commerce

© 2006 ITSM Academy, Inc.


Agenda

 Help Desk or Service Desk… What’s the difference?


 The role of the Service Desk according to ITIL
 Making the transition from Help Desk to Service Desk
 The components of a World Class Service Desk
 People
 Processes
 Technology
 5 Steps to Jumpstarting a Service Desk

© 2006 ITSM Academy, Inc.


Why do we need a Service Desk?
Have you ever…
 Called an organization or department and
gotten transferred around until you find the
right person?
 Had to restate your question or problem
each time you were transferred?
 Been told the person you need to speak
with is at lunch, on vacation, or has left for
the day?
 Reported an Incident only to learn later that
it has been lost or forgotten?

© 2006 ITSM Academy, Inc.


The Support Challenge

 Unstructured customer support mechanism


 Low customer confidence/perception
 Outgrown customer support system
 Under-managed support resource
 Continual fire-fighting, repetitive Incidents
 Overdependence on key staff
 Uncoordinated and unrecorded changes
 Inability to cope with business changes
 Unclear staff resource/cost requirements
 Inconsistent call quality and response times
 Lack of management information

© 2006 ITSM Academy, Inc.


The Service Desk Solution

World-class
Improves
Most important service
Service
IT function to =
Perception /
Customers Competitive
Satisfaction
Advantage

What would we do without a Service Desk?

Provides
Better managed Valuable more
and controlled Management services
Infrastructure Information than a
Help Desk

© 2006 ITSM Academy, Inc.


One Function, Many Options
Help Desk Call Center Service Desk
Technical High Volume Range of Services

9 Manages and 9 Telephone based 9 ITSM Process Interface


resolves Incidents 9 Commodity 9 Global focus
9 Incidents are not telesales 9 Integrates ITSM and
lost or forgotten 9 Often outsourced business processes
9 Relies on CMDB
and knowledge
tools
Common Elements
 Serves as the single point of contact to the IT organization
 Operates on the principle that customer satisfaction and perception
is critical
 Blends people, processes and technology to deliver valued services

Many Help Desks and Call Centers evolve into Service Desks
to improve and
© 2006 extend
ITSM Academy, Inc. service to customers
Service Desk Goals

 Provide a single point of


contact to customers
 Provide advice, guidance
and the rapid restoration of
normal services
 Drive and improve service to
the business

The Service Desk enables


IT Service Management

© 2006 ITSM Academy, Inc.


IT Service Management

Increase IT Service Quality

Decrease IT Costs
Business Do More
Alignment With Less

Delivering IT Services that meet customer service


level requirements at a justifiable cost
© 2006 ITSM Academy, Inc.
Are Service Desks only for larger
organizations?
 Service Desks benefit Customers
in any size organization
 Basic premise of providing cost-
effective support is the same

 Issuessuch as resource
management, staff
dependency, documented
solutions and procedures can
be significant in small
organizations

© 2006 ITSM Academy, Inc.


Making the Transition
 Understand business needs
 Obtain management commitment, budget and
resources
 Align with Service Support strategy
 Define clear objectives and deliverables
 Clarify roles and responsibilities
 Plan a phased approach
 Identify “quick wins”
 Involve/consult your Customers and Users
 Market the benefits to support staff
 Train IT staff to be service staff
 Educate Users about the new service
 Advertise and 'sell' your service

© 2006 ITSM Academy, Inc.


Advertising the Service Desk
 Create a Service Desk  Create advertising
marketing plan materials/giveaways
 Publish successes  Hold seminars
 Show savings through  Create Service Desk
improved service stationary
 Highlight improvements  Get involved in company
and future actions activities
 Invite Customers to visit the  Have a User Handbook
Service Desk

© 2006 ITSM Academy, Inc.


Components of a Successful
Service Desk

PEOPLE
People are by far the
most important and
PROCESSES TECHNOLOGY expensive component

© 2006 ITSM Academy, Inc.


The People Component

© 2006 ITSM Academy, Inc.


Service Desk Staff Profile

Committed to Customer
A First Class Focused
Service
Professional
Articulate
Accountable Methodical
Responsible Understands
IT & Business
Objectives

 Must be aware that:


 Customers’ Incidents affect the business
 Without Customers there is no support department
 Customers are experts in their own field

© 2006 ITSM Academy, Inc.


Staffing Level Factors

 Incident volumes  Hours covered


 Budgetary constraints  Off-hours support
 Customer expectations  Time zones
 IT Infrastructure scope  Location
and complexity  Staff availability
 Number of customers  Methods of contact
 General User skill levels  Self-help availability
 Incident types  Service Desk
 SLA targets technologies
 Supplier dependency  Telephony sophistication
 Escalation procedures

© 2006 ITSM Academy, Inc.


Customer Service Training
 Service Desk Skills
 Empathy
 Teamwork
 Professionalism  Training
 Accepting ownership  Interpersonal skills
 Speaking customer’s  Telephone techniques
language  Writing skills
 Seeing customer’s side  Active listening and
questioning
 Active listening
 Stress management
 Managerial Focus
 Provide training
 Encourage teamwork
 Walk in the team's shoes
Take action!
First Impressions Count! 

© 2006 ITSM Academy, Inc.


The Processes Component

© 2006 ITSM Academy, Inc.


The Service Desk Role

ITIL expands the role of the Help Desk


An ITIL Service Desk:
 Extends the range of services beyond
handling incidents and problems
 Provides an interface for other activities
such as:
 Customer change requests
 Configuration Management
 Service Level Management
 Availability & Capacity Management
 Financial Management for IT Services
 IT Service Continuity Management
© 2006 ITSM Academy, Inc.
Incident Management Responsibilities

 Be available as the single point of IT contact


 Register, classify and prioritize Incidents
 Own, monitor and track Incidents
 Provide initial support and attempt to resolve
 Route to appropriate resources, based on SLAs
 Close Incidents based on customer confirmation

 Coordinate other support groups


 Communicate with customers
 Identify Problems
 Identify customer training needs
 Provide management information

© 2006 ITSM Academy, Inc.


Classifying Incidents
 Classification is one of the most important
attributes of an Incident to get right
 Classification is used to:
 Specify the related service or equipment
 Determine associated SLA or OLA
 Select/define the best specialist or group
 Define the priority and business impact
 Define a workload estimate
 Define what questions should be asked
 Act as a matching criterion for selecting
solutions, Known Errors, and Workarounds
 Summarize and define the final action taken (e.g.,
training required, no fault found)
 Define a primary reporting matrix for management
information

© 2006 ITSM Academy, Inc.


Prioritizing Incidents

 Defining Priority is an important aspect


of managing Incidents
 Priority identifies the relative importance of an
Incident based on Impact and Urgency
 Priority also dictates the amount of effort put in to
the resolution of and recovery from Incidents
 Low impact, average urgency Incidents will be
resolved immediately in most organizations

© 2006 ITSM Academy, Inc.


Owning, Monitoring, and Tracking
Incidents
 The Service Desk owns and oversees the resolution of all
outstanding Incidents, whatever the initial source
 Activities include:
 Checking for similar Incidents
 Monitoring the status and progress towards resolution of
Incidents against service levels
 Noting Incidents that move between different specialist
support groups
9 May be indicative of uncertainty, mis-categorization,
possibly, a dispute between support staff
 Giving priority to monitoring high-impact Incidents
 Keeping affected users informed of progress

ITIL assigns ownership of every Incident to the Service


Desk throughout the entire Incident lifecycle
© 2006 ITSM Academy, Inc.
Communicating Incident Status
 Keep customers informed of progress
ƒ Incident has been accepted
ƒ Further information is needed
ƒ Technician has been dispatched
ƒ Software enhancement has been accepted
ƒ Installation or work is scheduled
ƒ Request is completed or incident resolved

 If staff resources are limited, use email


 Create a personal bond with customers, even
through electronic communication
 Speak the customers’ language
 Communicate SLA terms

Strike negative phrases. Tell customers what you can do!


© 2006 ITSM Academy, Inc.
Problem Management (PM)
Responsibilities
 Records Incident details for trend and
root cause analysis
 Matches and links new Incidents to existing
Workarounds, Problems, and Known Errors
 Submits proposed Workarounds to PM for
approval
 Identifies trends that may prompt the need to
raise Problems
 Communicates Problem status to customers
 Identifies the recurrence of resolved Problems

© 2006 ITSM Academy, Inc.


Incident
Matching
Process Flow

© 2006 ITSM Academy, Inc.


Configuration Management (CM)
Responsibilities
 Uses the CMDB (e.g., to populate Incidents and
assess Priority)
 Collects information about affected CIs
 Assists CM by verifying CIs that customers are
calling about are recorded in the CMDB
 Detects inconsistencies in the CMDB
 Raises an exception report (perhaps
automatically via the Incident Management
system) and informs CM when inconsistencies are
found

© 2006 ITSM Academy, Inc.


Change Management
Responsibilities
 Proactively communicates the impact and cost
of change (to the Service Desk)
 Registers Requests for Change (RFCs)
 Serves as the Voice of the Customer (when
needed)
 Issues the Forward Schedule of Change (FSC)
 Communicates the status of changes
 Implements changes (e.g., Standard Changes)
 Registers Incidents related to changes
 Registers Incidents related to unauthorized
changes
 Provides valuable management information

© 2006 ITSM Academy, Inc.


Release Management Responsibilities
 Actively participates in communication, preparation, and
training activities
 Communicates the Release Calendar
 Communicates the status of releases
 Communicates Service Desk requirements
 Provides support acceptance criteria
 Prepares to support new releases
 Receives training, receives/develops documentation and
procedures, installs/modifies related technology
 Participates in User Acceptance Testing
 Supports/participates in a pilot release
 Receives and reviews Problems and Known Errors identified
during development/testing
 Provides valuable management information

© 2006 ITSM Academy, Inc.


Supporting New Releases

 Support is an important deliverable for new IT


Services
 Inadequate support is a major cause of release
failure and customer dissatisfaction
 New services are opportunities to 'impress the
business’
 Service Desk must be aware of new releases via
FSC
 Service Desk should be trained on new releases
 Release Management needs support
acceptance
Can we support it?
© 2006 ITSM Academy, Inc.
Determining Support Requirements
 Determine support Support Considerations
expectations  Business need/criticality of
product/system
 Map support  Budget allocation
expectations to  Fit within defined Service Desk
scope
current capabilities  User base size
 Determine staffing,  Skill requirements for Service
training and Desk
technology  Availability of second and third
line resources
requirements  Existing relationships with
 Calculate estimated suppliers
Proper engagement of process
support costs 
 Availability of alternative
support options

Should we support it?


© 2006 ITSM Academy, Inc.
Service Level Management
Responsibilities
 Must understand the Service Catalog
 Must be proactive ambassadors for SLAs
 Monitors SLA achievements (e.g., customers’
perception of availability and Incident response
and resolution times)
 Manages service breaches
 Provides valuable management information
(e.g., failure / potential failure information,
Incident management achievements, results
from customer satisfaction surveys)
 Relies on effective OLAs and UCs
Customer and User support requirements are addressed in SLAs
© 2006 ITSM Academy, Inc.
Availability, Capacity & Continuity
Management Responsibilities
 Provides Incident details
 Provides valuable management information
(e.g., statistics and data used to report
achievements)
 Proactively and reactively communicates status
to customers

The effectiveness of the Service Desk and the Incident Management process can
strongly influence the overall recovery period when failures occur. Availability,
Capacity, and Continuity Management methods and techniques may be the
stimulus for continuous improvement activities at the Service Desk.

© 2006 ITSM Academy, Inc.


Financial Management Responsibilities

 Provides data used to Demonstrating ROI


calculate the cost of  Improved customer satisfaction
Improved IT Service availability
IT Services 
 Improved productivity
 Provides Incident  Reduced Total Cost of
details used to Ownership (TCO)
calculate the cost of  Reduced Incident volume
Reduced cost per contact
unavailability 
 Fewer IT Service Outages
 Provides data used to  Reduced hidden costs (e.g.,
demonstrate the ROI peer-to-peer support,
unrecorded Incidents)
on IT Service  Less Unplanned Work
Management  Better asset utilization
improvements  Reduced staff turnover
 Lower training costs

© 2006 ITSM Academy, Inc.


The Technology Component

© 2006 ITSM Academy, Inc.


Tools Should Not Define Process

 Match tools to process,


not process to tools Automated tools allow:
9 Centralization of key
 Good people, processes and functions
procedures underpin tool success 9 Automation of
 Business size and complexity redundant tasks
drives tool sophistication needs 9 Data analysis
9 Trend identification
 Small organizations – simple
9 Preventive measures
 Large organizations – robust
 Management information needs
are an important tool factor

If you’re doing things wrong and you automate


them… you’ll do them wrong faster!

© 2006 ITSM Academy, Inc. V1.0


Service Desk/ITSM Tools
 Integrated ITSM and  Password reset systems
Operations Management  Enterprise monitoring and
systems network management tools
 Advanced telephony  Self-help & self-healing tools
systems (ACD, CTI, VoIP)  Expert systems
 Interactive Voice Response  Configuration Management
(IVR) systems Database
 Electronic communication  Change Management
(voice, email, web-forms, systems
mobile and wireless, chat)
 Fax servers that route to  Release Management and
email software distribution systems
 Pagers or wireless PDAs  Reporting tools
 Knowledge, search and  Web forms
diagnostic tools  Workflow Management
 Remote control systems systems

Some Incidents need “live” Service Desk contact… Many do not

© 2006 ITSM Academy, Inc. V1.0


Gain Efficiency with Integration

© 2006 ITSM Academy, Inc. V1.0


Communicating with Customers

 Diversify Service Desk contact channels


 Voice, email, Internet, web forms, mobile, chat
 Do not use as an electronic barrier
 Staff each channel appropriately
 Promptly review and respond to messages
 Use SLAs to ensure a consistent and high-
quality service

© 2006 ITSM Academy, Inc. V1.0


Self-Service Strategies

 Self-service includes
 Registering and checking on Incidents
 Searchable knowledge bases
 Downloading updates or patches
 Ordering goods and services
 Primary characteristics:
 Customer determines the point of entry
 Direct access to support information and knowledge
 Customers manage support transactions themselves
 Increased ease of access and speed of resolution
 Reduced demand and lower costs for support resources
 Options outside support hours and for non-critical Incidents
 Supported by technologies such as Internet, IVR, mobile and
wireless

© 2006 ITSM Academy, Inc. V1.0


5 Steps to Jumpstart
a Service Desk

© 2006 ITSM Academy, Inc.


Success Step #1
Define Your Vision
 Ensure business needs and Customer and
User requirements are understood
 Customers satisfaction surveys, interviews, focus groups
 Clearly define Service Desk goals, Critical
Success Factors, and Key Performance
Indicators
 Align with service levels that are practical,
agreed upon, and regularly reviewed
 Educate Customers, Users, IT Staff and Service
Desk staff on the purpose and value of the
Service Desk
 Ensure Service Desk implementation efforts
promote and support the vision

© 2006 ITSM Academy, Inc.


Success Step #1
Define Your Vision (cont.)

The Service Desk provides IT customers


with a single point of contact for
responsive support. We are committed
to quality help through teamwork and
a proactive approach to identifying
and resolving Incidents and Problems.
We strive to exceed our customers’
expectations in our ongoing pursuit of
service excellent.

© 2006 ITSM Academy, Inc.


Success Step #2
Record and Own Every Incident
 Every Incident provides insightful data
 Business productivity loss
 IT Service performance
 ITSM process performance
 IT Staff productivity and workloads
 Unrecorded Incidents:
 Will not be considered at budget time
 Will not be staffed for
 Cannot be prevented

© 2006 ITSM Academy, Inc.


Success Step #3
Establish Effective OLAs
 Create an OLA template to be used
during negotiations
 Work with support group managers to:
 Develop staff resource use figures
 Clearly identify what must be done to achieve
agreed service levels
 Define specific targets for the Service
Desk and support groups that underpin
the targets included in SLAs
 Monitor, report, and regularly review OLA
achievements

© 2006 ITSM Academy, Inc.


Success Step #4
Communicate Your Requirements
 Work with the Release Management Process
Owner (and the PMO where one exists) to
formalize support acceptance
 Create a Support Acceptance Form
 Create a Support Acceptance Checklist
 Engage a willing Project Manager
 Pilot the Support Acceptance Process
 Show Proof of Concept
 Service Desk prepared to support new releases
 Fewer Incidents upon release
 Reduced Incident handling time upon release
 Customers satisfied with release

© 2006 ITSM Academy, Inc.


Success Step #5
Leverage Technology
 Process should define tool requirements
 Tools should not define process
 Tools drive process efficiencies
 New Incident records (portal, system alerts)
 Auto-generated events (email, escalation)
 Self-help, self-healing, knowledge bases
 Performance monitoring
 Metrics and reporting
 Optimize what you have, identify what you need
 Gain efficiency by integrating ITSM tools
 Incident, Problem, Configuration, Change, Release, SLM

© 2006 ITSM Academy, Inc.


Remember the Goal….

© 2006 ITSM Academy, Inc.

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