Getting Active In Field Services Professional Operations Management

1. Getting Active In Field Services Professional Operations Management

2. Triangle of Tensions & ITIL Objectives If you desire to be world-class, you’ll appreciate that there are three broad areas of focus in you operation. So too, in IT Service Management there is s little discussed “triangle of tensions” between the three principle ITIL objectives Cost Reduce Long-Term Cost of Service Provision Service We have a “triangle of tensions” where it is not uncommon for improvements in one area to have negative consequences in another. Quality • With a professional Operations Management methodology, we can successfully deliver • the desired service • to the desired quality • At the lowest possible cost Align services to needs of business/customers Improve Quality of Services That’s the lowest possible cost for these predefined desired service and quality standards

3. Requirements of a Professional Methodology Planned and Managed method required to equip Leaders • Identify required resources • Identify future requirement for additional resources • Release spare capacity to other teams • Planned assignment before each week commenced • Reassigned as volumes become known • Manage performance to Service Level • Plan training requirements

4. Productivity / Volume Relationship As volume increases, so does the productivity of the workforce The workforce identifies the need & does the extra work automatically They achieve what they are capable of Care must be taken not to “flog your assets” Productivity Equally, as volumes decrease so too productivity Eg, an agent or engineer cannot perform 5 incidents per day, if there are only 3 available It is possible to maintain your peak productivity even when volumes fall Volume Work expands to fill the available time

5. Methodology with inherent learning opportunities Resource plan established based on forecasted volume Actual volume initially higher than forecast Resource plan followed, with relatively small team initially with now larger actual volumes Productivity Consequently productivity was extremely high as staff delivered what they were capable of achieving Success Actual Volume and failure However, resource plan continued to be followed Additional staff added to same volume Forecast Volume Inevitable crash in productivity

6. Lack of active operations management leads to fluctuating Productivity Manage Risks of Fluctuating Productivity Risks to quality & service • Peaks impact on: • Quality of work • Stress levels “planned rate” Lost time is lost for good Risks to cost Lost time Increased stress

7. Operations Management Process Forecast From experience of your business and the changes that you anticipate in that business, forecast the volume of actions that are required by your teams. Review Once the period has completed a full period review should be undertaken to ensure that lessons are learned and that the earlier stages of the process are improved. • Forecast • Review • Plan Plan Over a much shorter timescale (typically the coming week) match your resources against the anticipated work volume. Plan for all activities that you want to achieve in this coming period. • Manage Manage Within this period constantly review the plan and adjust the resources accordingly. In many management cycles a review of the plan or forecast is only undertaken once the period has completed. Once the period has completed no amount of knowledge will produce a better outcome if you are off target.

8. Conclusions • Improve Service • Reduce Costs • Improve Quality • Motivate Workforce Participation

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