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Service Delivery Management & Service Support Management Malcolm Fry. Front of the Front Office. Front Office. Back Office. Technology Profit Triangle. Soon. Now. Then. Business Penetration. Delivery. Sales. Finance. Business Enabling Cycle. IT Sphere of Influence. Marketing.

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Service Delivery Management & Service Support Management Malcolm Fry

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Service delivery management service support management malcolm fry

Service Delivery Management & Service Support Management Malcolm Fry


Technology profit triangle

Front

of the

Front Office

Front

Office

Back Office

Technology Profit Triangle

Soon

Now

Then

BusinessPenetration


Business enabling cycle

Delivery

Sales

Finance

Business Enabling Cycle

IT

Sphere of

Influence

Marketing


It as business enablers

IT as Business Enablers

  • Increase the competitive edge

  • Revolutionize business processes

  • Increase potential profit margins

  • Reduce business overheads

  • Improve revenue flows

  • Target precise audiences

  • Provide outstanding management information

  • A leaner, faster business machine


Businesses are turning to

Businesses are turning to…….

  • Process frameworks

  • Process improvements

  • Best practices

  • Proven quality

  • Mutually comprehensible objectives

  • Continual IT quality improvement


It process flow

IT process flow

Configuration items are checked and updated

Change for more capacity is requested

New Users have just been added

Application going slow

New servers are rolled out

Service Desk

New capacity levels are calculated

New application availability plans are created

Costs and profits are calculated

Business contingency plans are reviewed

Service Level Agreement is negotiated


Itil the process of processes

ITIL - The process of processes

Configuration

Service

Desk

Incident

Problem

Change

Release

Capacity

Availability

Finance

Contingency

SLM


Compass statistics www compassmc com

Compass statistics (www.compassmc.com)

  • To help make the link between ITIL and actual performance, John Sansbury, who directs Compass’ Service Management service line, has analyzed Compass data to show how ITIL maturity correlates to performance levels

    • Organizations with the lowest level of incident management maturity experience approximately 32 minutes of downtime per user per week

    • compared to about 22 minutes at the most mature organizations in this area.

  • Incident management maturity also directly impacts desktop support staff productivity:

    • in the least mature organizations, one staff person manages approximately 140 PCs

    • while his or her counterpart at a highly mature incident management environment can support more than 200 PCs.


Service desk functions

Service Desk - functions

  • receiving calls, first-line Customer liaison

  • recording and tracking Incidents and complaints

  • keeping Customers informed on request status and progress

  • making an initial assessment of requests, attempting to resolve them or refer them to someone who can, based on agreed service levels

  • monitoring and escalation procedures relative to the appropriate SLA

  • managing the request life-cycle, including closure and verification

  • communicating planned and short-term changes of service levels to Customers

  • coordinating second-line and third-party support groups

  • providing management information and recommendations for service improvement

  • identifying Problems

  • highlighting Customer training and education needs

  • closing Incidents and confirmation with the Customer

  • contributing to Problem identification


Incident management goal

Incident Management - Goal

  • Restore normal service operation

  • Quickly and efficiently as possible

  • Minimising the adverse impact on the business and operations

  • Ensuring best levels of service quality and availability are maintained

  • Normal service is defined in the SLA


Problem management goal

Problem Management - Goal

  • Minimise the adverse impact of problems on the business

  • Reduce errors in the IT Infrastructure

  • Prevent the recurrence of incidents

  • Find the root cause of incidents

  • Initiate actions to correct the situation

  • By being both reactive and proactive


Change management goal

Change Management - Goal

  • Ensure standardised methods and procedures are used

  • For efficient and prompt handling of changes

  • To minimise the impact of change related Incidents on Service Quality

  • Improve the day-to-day operations of the company

  • Assess; risk, continuity, impact resource requirements for all change requests

  • Maintain balance between need and impact

  • Maintain a high visibility of change

  • Open channel of communication

  • Promote a smooth transition when changes take place


The quality improvement cycle

The Quality Improvement Cycle

Service

Desk

New Infrastructure Items

Maintenance

Problem Management

Change Management

Incident Management

Configuration

Asset

Management


Risk no incident management

Risk - No Incident Management

Service

Desk

New Infrastructure Items

Maintenance

Incident Management

Change Management

Configuration

Asset

Management

X


Risk no problem management

Risk - No problem Management

Service

Desk

New Infrastructure Items

Maintenance

Incident Management

Problem Management

Change Management

Configuration

Asset

Management

X


Risk no change management

Risk - No Change management

Service

Desk

New Infrastructure Items

Maintenance

Incident Management

Change Management

Configuration

Asset

Management

Problem Management

X

X


Risk no problem change processes

Risk - No Problem & change processes

Service

Desk

New Infrastructure Items

Maintenance

Incident Management

Problem Management

Change Management

Configuration

Asset

Management

X

X

X


Risk no incident problem

Risk - No Incident & Problem

Service

Desk

New Infrastructure Items

Maintenance

Incident Management

Problem Management

Change Management

Configuration

Asset

Management

X

X


Got it all covered

Got it all covered!!!


Service management means

Service Management means…..

  • Going from a technology focus – to a customer service focus.

  • Managing service levels from the customer’s perspective instead of insular technology or infrastructure perspective

  • Going beyond reactive break/fix – to proactive management of service requests and service support

  • Actively managing infrastructure components (assets) and systematically managing changes (planned and un-planned)


Slm goal

SLM - Goal

  • The goal for SLM is to maintain and improve IT Service quality

  • through a constant cycle of:

    • agreeing

    • monitoring

    • reporting upon IT Service achievements

    • instigation of actions to eradicate poor service - in line with business or Cost justification

  • Through these methods, a better relationship between IT and its Customers can be developed.


Example itil service management structure

Example ITIL Service Management structure

Customer

Customer

Customer

Customer

Customer

Customer

Customer

Customer

Account (Customer) Management

Account (Customer) Management

Customer relationships, customer communications, customer

Customer relationships, customer communications, customer

feedback and negotiation

feedback and negotiation

Service Level Development

Service Level Development

Service Catalog, Service Level Agreements, Operational Level

Service Catalog, Service Level Agreements, Operational Level

Agreements and Underpinning Contracts

Agreements and Underpinning Contracts

Service Level Management

Service Level Management

Customer

Customer

Customer

Customer

Customer

Customer

Customer

Customer

Service A

Service A

Service B

Service B

Service C

Service C

Monitoring and reporting, Service Improvement Program, Service

Monitoring and reporting, Service Improvement Program, Service

Achievements and Service Review Meetings

Achievements and Service Review Meetings

Service A

Service A

Service B

Service B

Service C

Service C

Infrastructure

Infrastructure


Service level management activities

Planning

Implementation

Negotiate

Define

Report

Review

Contract

Monitor

Verification

Actions

Service Level Management Activities

Defining the process

Executing the process

Controlling the process


Agreements contracts

Agreements & Contracts

Internal/External

Customers

Service Level Agreements

IT service

Service Level Management

Operational Level

Agreements (OLA)

Underpinning

Contracts (UC)

INTERNAL

suppliers

and

maintenance personnel

EXTERNAL

suppliers

and

maintenance personnel


Relationship with the service catalog

Departments

Apps

A

B

C

D

E

F

1

2

3

4

5

6

7

8

Relationship with the Service Catalog

Departments

Services

A

B

C

D

E

F

1

x

x

x

x

2

x

x

3

x

x

4

x

5

x

x

x

x

x

x

6

x

7

x

x

x

8

x


Catalog of services

Catalog of Services

Departments

Services

A

B

C

D

E

F

1

x

x

x

x

2

x

x

3

x

x

4

x

5

x

x

x

x

x

x

6

x

7

x

x

x

Service Desk

x

  • receiving calls, first-line Customer liaison

  • recording and tracking Incidents and complaints

  • keeping Customers informed on request status and progress

  • making an initial assessment of requests, attempting to resolve them or refer them to someone who can, based on agreed service levels

  • monitoring and escalation procedures relative to the appropriate SLA

  • managing the request life-cycle, including closure and verification

  • communicating planned and short-term changes of service levels to Customers

  • coordinating second-line and third-party support groups

  • providing management information and recommendations for service improvement

  • identifying Problems

  • highlighting Customer training and education needs

  • closing Incidents and confirmation with the Customer

  • contributing to Problem identification


Example service level agreement contents

Title page

Restrictions

Prints

Service description

Distribution

Opening hours

Charging

Availability

Training

Support level

Amendments

Performance

Additions

Functionality

Reviews

Changes

Terminology

Contingency

Growth

Example Service Level Agreement contents


Points for consideration

Points for Consideration

The Service Level agreed-to should always:

  • Contribute to organizational objectives

  • Meet customer requirements

  • Meet IT targets

  • Be realistic and feasible

  • Be defined in quantified objectives


Managing slm

Managing SLM

  • What number or percentage of Services are covered by SLAs?

  • Are Underpinning Contracts and OLAs in place for all SLAs and for what percentage?

  • Are SLAs being monitored and are regular reports being produced?

  • Are review meetings being held on time and correctly documented?

  • Is there documentary evidence that issues raised at reviews are being followed up and resolved (e.g. via an SIP)

  • Are SLAs, OLAs and underpinning contracts current and what percentage are in need of review and update?

  • What number or percentage of Service targets are being met and what is the number and severity of service breaches?

  • Are service breaches being followed up effectively?

  • Are service level achievements improving

  • Are Customer perception statistics improving?

  • Are IT costs decreasing for services with stable (acceptable but not improving) service level achievements?


Typical process flow

Output

Output

Input

Input

Typical process flow

Metric,

Standard or

Control point

Metric,

Standard or

Control point

Work Instructions

Work Instructions

Input

Activity

Activity

Other IT and Business Processes

Other IT and Business Processes


Example of incident management flow

Example of Incident Management flow

100% of the time escalation is to the correct Support Group

All incidents to be resolved by Support Groups within priority timings

Procedure to perform the escalation procedure

Procedure for checking that incident is resolved

The incident is returned to the SD as resolved

An Incident that cannot be resolved by the SD

Incident record details are completed

The Incident is to be escalated

Check that the incident is resolved

Initiate Business Contingency Processes

Feedback from Business Contingency Process


Process ownership

Process ownership

100% of the time escalation is to the correct Support Group

All incidents to be resolved by Support Groups within priority timings

Industry Reference Models

Procedure to perform the escalation procedure

Procedure for checking that incident is resolved

COBIT

The incident is returned to the SD as resolved

An Incident that cannot be resolved by the SD

Incident record details are completed

The Incident is to be escalated

Check that the incident is resolved

ITIL

Initiate Business Contingency Processes

Feedback from Business Contingency Process

Business Process Models


10 reasons why itil implementations fail

10 reasons why ITIL implementations fail

  • Lack of management commitment

  • Spending too much time on complicated process diagrams

  • Not assigning process owners

  • Allowing departmental demarcation

  • Being too ambitious

  • Not creating work instructions

  • Concentrating too much on performance

  • Failing to maintain momentum

  • Not reviewing the entire ITIL framework

  • Ignoring solutions other than ITIL


10 more reasons why itil implementations fail

10 more reasons why ITIL implementations fail

  • Failure to blend technology, processes & people

  • Not selecting an integrated suite technology solution

  • Procrastination

  • Failure to understand strategic, tactical and operational

  • Failure to understanding that ITIL is a beginning not the ending

  • Not making this a major project with full Project Management

  • Trying to customize ITIL too much – there is a limit to flexibility

  • Not having benchmarks – CMM?

  • Not understanding the enterprise culture

  • Not implementing a Service Improvement Program


Thank you

Thank you


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