Service Delivery Management & Service Support Management Malcolm Fry

1. Service Delivery Management & Service Support Management Malcolm Fry

2. Front of the Front Office Front Office Back Office Technology Profit Triangle Soon Now Then BusinessPenetration

3. Delivery Sales Finance Business Enabling Cycle IT Sphere of Influence Marketing

4. 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

5. Businesses are turning to……. • Process frameworks • Process improvements • Best practices • Proven quality • Mutually comprehensible objectives • Continual IT quality improvement

6. 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

7. ITIL - The process of processes Configuration Service Desk Incident Problem Change Release Capacity Availability Finance Contingency SLM

8. 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.

9. 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

10. 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

11. 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

12. 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

13. The Quality Improvement Cycle Service Desk New Infrastructure Items Maintenance Problem Management Change Management Incident Management Configuration Asset Management

14. Risk - No Incident Management Service Desk New Infrastructure Items Maintenance Incident Management Change Management Configuration Asset Management X

15. Risk - No problem Management Service Desk New Infrastructure Items Maintenance Incident Management Problem Management Change Management Configuration Asset Management X

16. Risk - No Change management Service Desk New Infrastructure Items Maintenance Incident Management Change Management Configuration Asset Management Problem Management X X

17. Risk - No Problem & change processes Service Desk New Infrastructure Items Maintenance Incident Management Problem Management Change Management Configuration Asset Management X X X

18. Risk - No Incident & Problem Service Desk New Infrastructure Items Maintenance Incident Management Problem Management Change Management Configuration Asset Management X X

19. Got it all covered!!!

20. 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)

21. 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.

22. 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

23. Planning Implementation Negotiate Define Report Review Contract Monitor Verification Actions Service Level Management Activities Defining the process Executing the process Controlling the process

24. 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

25. 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

26. 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

27. 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

28. 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

29. 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?

30. 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

31. 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

32. 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

33. 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

34. 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

35. Thank you