Transforming from Help Desk to Service Desk
Keys to Lowering TCO
Brenda Iniguez
Americas ITSM Consulting Director
FrontRange Solutions
Agenda
What are todays Business Drivers?
ITIL and the clout it gives to the Service Desk
Service Desk Transformation Concepts
What is a Service Desk?
Why a Service Desk?
Automation as an enabler
Service Desk TCO highlights
Service Desk / Service Management KPIs
Service Desk Transformation Supplementary Reference Material
What is Driving IT Today?
Aligning IT with the business
Improved Efficiency of service delivery
Corporate Governance, IT Best Practices, SOX, COBIT
ITIL: what is it and how can it help me?
Sustained Revenue Growth for the business
Improved Corporate Information Systems
Improved Customer Loyalty
Based on survey of over 100 IT executives
Business Drivers: Cost Containment, Efficiency
and Customer Satisfaction
Average fully-burdened Types of Questions
cost per incident and Call Volume
Walk Up $29.30 How to 27-43%
Phone $27.60 Password Security 20-35%
Email $21.67 Outage 12-25%
Fax $18.90 Break/Fix 10-20%
Chat/IM $17.90 Service Request 5-22%
Self Service $13.50 IMAC 5-18%
Help Desk Institute, Gartner, Understanding Service and
Practices and Salary Survey Support Mix
Top Pressures Driving Need for
Increased IT Productivity
Customer demand for
more personalized 40%
products & services
Serving customer needs 25%
Growing competition 14%
Globalization to serve new
11%
customers and markets
Finding and retaining
7%
quality talent
Source: Aberdeen Group
Hottest Priorities
Organizations Maintaining Staff Headcounts
Outsourcing of IT Work Continuing
1%
IT Management Process 12% LEVEL 4
Maturity Model Value
44% LEVEL 3 IT as a strategic
business partner
Service IT and business
40% LEVEL 2 IT as a service metric linkage
provider IT/business
Proactive Define services, collaboration
3% LEVEL 1 classes, pricing improves business
Analyze trends process
Understand costs
Set thresholds
Reactive Guarantee SLAs Real-time
infrastructure
LEVEL 0 Fight fires
Predict problems
Measure and report
Measure application service availability Business planning
Inventory availability
Chaotic Desktop software Integrate processes
Automate
Ad hoc distribution Capacity
Mature problem, management
Undocumented Initiate problem configuration,
management process change, asset and Manage IT as a Business
Unpredictable
Alert and event performance mgmt.
Multiple help desks processes
management
Minimal IT operations Service and Account Management
Measure component
User call notification availability (up/down)
Service Delivery Process Engineering
Operational Process Engineering
Tool Leverage
The Service Support Process Model Pink Elephant
The Business, Customers & Users
Management
Tools
Difficulties Communication
Queries, Enquiries Updates
Incidents Incidents
Work-arounds
Incident
Incident Service
Service Desk
Desk Changes
Service Reports Problem
Problem Releases
Incident statistics
Audit Reports
Problem Statistics Change
Change
Trend Analysis
Problem Reports
Problem Reviews Change Schedule
CAB Minutes Release
Release
Diagnostic Aids
Audit Reports Change Statistics
Change Reviews Release Schedule
Audit Reports Release Statistics Configuration
Configuration
Release Reviews
Secure Library CMDB Reports
Testing standards CMDB Statistics
Audit Reports Policy/Standards
Audit Reports
CMDB
Incidents CIs
Problems Relationships
Changes Releases
Known Errors
ITIL V3 Library
Service Service Design Service Service Operation Continual
Strategy Transition Service
Improvement
The 5 CORE V3 BOOKS
The Official
Introduction To The
ITIL Service Lifecycle
+ Complementary Guidance
11
The V3 Lifecycle
CORE
Lifecycle Processes
SERVICE STRATEGY SERVICE DESIGN
Service Strategy Service Catalog Management
Service Portfolio Service Level Management
Management Supplier Management
Financial Management Capacity Management
Demand Management Availability Management
IT Service Continuity
Management
Information Security
Management
SERVICE TRANSITION
Transition Planning and
Support
SERVICE OPERATION Change Management
Event Management Service Asset & Configuration
Incident Management Management
Request Fulfillment Release & Deployment
Problem Management Management
Access Management CONTINUAL SERVICE Service Validation
IMPROVEMENT Evaluation
Seven Step Improvement Knowledge Management
13
The Support Challenge
Meet the current, often tactical needs of IT
Accelerate the evolution of IT
Step up to new strategic initiatives
Create a model for future business success
Turn tactical Help Desk Processes into value-add Service Desk Offerings
Keys to Lowering the TCO
Overcome the traditional silos of service and systems management in IT
Unlock the value potential in IT by working more closely with the business to
deliver integrated and accelerated business process support
Perception is everything !
young girl
or old woman ?
Its all in the Perception
Service Desk Transformation Concepts
What is a Service Desk?
Single Point of Contact
Provides advice, guidance, and is focused on restoring service in
the shortest possible time
Routes non technical issues to appropriate organization
Retains ownership of all requests, and is the eyes, ears, and
voice of Customer
Common Functions of a Service Desk
Receives Calls, First Line Support
Initial Assessment of All Reported Issues
Monitor Escalation Procedures Relative to Agreed Upon SLAs
Manages Request Life-cycle of Request from Report to Closure
Communicates Status Updates to Customers
Assists in Problem Identification
Help Desk vs. Service Desk
Help Desk Service Desk
Reactive Incident Proactive Incident and Problem
Management Management
Only Address IT Single Point of Contact SPOC
Technical Issues HR Service Requests
Focus is on Resolving Facilities Requests
Issues (not finding the IT Procurement
root cause)
Focus is on providing Service
Key Performance Management
Indicators are:
Customer Service is Key Metric
Call Times in addition to standard SDesk
First Call Resolution metrics
Times Spent on Issues
Why Service Desk?
Higher Customer Satisfaction
Costs are Reduced
Assists In Identification of Business Opportunities
Optimizes Investments toward Business Support Services
Becomes a Strategic Function in Lowering TCO for
supporting the IT Infrastructure
Key Piece in Managing Change Across the Business
Centralized Data
The Service Desk Workflow
Multiple Avenues to Requests Are
Request Service Routed to
Proper Teams
To a Single
Point of
Contact Service Desk Owns Communication with
Customer until Service Request is Fulfilled
Moving from Help Desk to Service Desk
Centralize Your Services
Implement more Proactive Processes (Problem Management)
Automate Processes
Make the Right Knowledge Available to the Right People
Formulate your Service Desk Service Catalog Offerings
Determine Target Resolution Times & SLAs
Focus on the Right Metrics; Service Desk KPIs
Metrics are your Friend
Look Closely !
Be aware of what you cant SEE !
Read between the lines
in PEOPLE & PROCESSES
Service Support KPIs
Process Core Objective Example Core KPIs Category
Restore service degradations to # of Incident by category, priority and resolution type Quality
Incident expected level ASAP by LOB
# of Incidents restored within SLA Targets
Performance
Identify systemic Infrastructure # of problems identified & root cause determined with Quality
Problem Errors and eliminate them to solution or workaround.
minimize impact and improve
# of Repeat incidents by category trending downwards
Value
availability
Handle changes efficiently while # of changes by type / category / Group / Customer. Quality
Change minimizing impact to service (emergency changes trending down)
delivery
# of changes that have resulting incidents, or fail and
Value
have to be backed out
Identify / control / manage IT % of CMDB data population and accuracy vs actual, Quality
Config. resources within a Configuration according to scope
Management Database
% Growth or Change by CI type over an elapsed time
Value
period
Ensure production readiness, # of releases by type that satisfy release management Quality
Release quality and authorization of new or criteria when submitted to Change
modified CIs and their planned
# of releases that bypass the process
Compliance
deployment
Service Delivery KPIs
Process Core Objective Example Core KPI Category
Define services % Score of customer satisfaction survey trends up Value
SLM over time
Agree on level, scope, quality,
performance i.e. Customer Satisfaction Survey
Monitor & Manage
Define and plan for service % of service availability within SLA negotiated Quality
Avail. availability to meet or exceed requirements.
stated business requirements
through process, technology and
people resource planning and
implementation
Current and future resources are % of components the breach tolerance thresholds in Quality
Capacity greater than or equal to demand, correspondence to planned capacity levels for
but excess is planned components and complete IT systems.
Recover IT systems to normal state % of systems that fail recovery test Quality
ITSCM in an alternate way after a disaster
Time to execute test of plan and recover IT services in
within an expected timeframe
a contingency state against expected targets.
Performance
Plan for and deliver IT Services % deviation of forecasted versus actual cost of IT Compliance
Finance within a forecasted budget against services within defined tolerance limits
actual cost
(% of Deviation $ of Deviation)
Transforming the Help Desk Deadly Sins
Help Desk Deadly Sins Improvement Areas:
Reduce Call Volume
Decrease Learning Curve
Decrease Customer Escalations
Ensure Consistent Responses
End-to-End Ownership of the Customer Incident to Resolution
Shorten Resolution Times
Reduce the Impact of Employee Turn-Over
Using Knowledge Management to address Deadly Sins and:
Lower Costs
Increase Customer Satisfaction
Increase Efficiencies
Automation a key transformation element
Automation is Key to transforming to a Service Desk
Reactive to Proactive
Enables Service Level Monitoring
Automate Repetitive Tasks
Automate Ticket Creation (Auto-ticket Creation)
Automatic Routing for Consolidated Services
Automate Escalation
Ensures Quick Customer Response / Acknowledgement
Ability to do More with Less = Lower Cost
Service Desk - Self-Service Offering: Tips
Consistent Look & Feel
Keep it Simple
Training Users when to Use Self Service
Leverage the Phone System
Knowledge Integration
Make it Easy for Customers to Use
Resulting in:
Lower Cost per call ($13.50 Self Service vs. $27.60 phone)
Reduced the Load on the Service Desk
Allows the Service Desk to Focus on Providing Real Value
Reduced Stress on Team
Increased Customer Satisfaction
Increased Usage by Customers
ITIL and Escalation Process - Prioritizing Issues
Urgency + Impact = Priority
Impact
High Medium Low
High
1 2 3
Urgency
Medium
2 3 4
Low
3 4 5
dont forget the Perception Factor
TCO Costs Associated with a Service Desk Tool
Direct Costs
Yearly Maintenance Fees
Labor Fees
Indirect Costs
Time it Takes To Upgrade
Configuration Capability
System Up-time
Controlling the Direct Costs
Yearly Maintenance
Do you have too many licenses?
Can you negotiate your maintenance contract?
Are there tiered levels of Support?
If so, are you subscribing to the best one for your organization
(not necessarily the most expensive)
Labor
How Many Administrators Are Required to Support the System
Controlling the Indirect Costs
Upgrading
What does is Take to Begin Utilizing New Features?
What is the Reputation in the Market Place for Upgrading?
Is it Rip & Replace?
Are Configurations and Customizations Preserved?
Is there a Need to Re-program Business Rules after Upgrade?
Does the UI of a New Version Require New Training?
Controlling the Indirect Costs
Ease of Administration
All Service Desk Implementations Will Have to Be Tweaked to
Meet an Organizations Unique Needs
What does it Take to Tweak
Does it Require a Programmer?
How Long Does it Take?
If it cant be done quickly, will it ever get done?
Controlling Administrative Costs will not only lower total cost, but
will make the Service Desk More Adaptive to Changes
Controlling the Indirect Costs
Ongoing Administration
Why do some Tools only require a Part-time Administrator, while
others require one or more Full-time Administrators?
Was the Tool built with Ease of Administration in mind?
Are there GUIs / Wizards available to help configure?
Are users enabled to automate the simple tasks (i.e.
Reassignment of a work order)?
Is the System stable, and have a reputation for Stability?
TCO Conclusions
Direct Costs Are Easier to Measure,
But the Indirect Costs Can be Better Controlled
When choosing a new Tool, keep the TCO in mind when making a
decision
Upgrade History
Stability History
Configurability / Customize Ability
Keeping the TCO in check is a value add by your Service Desk
Sneak Peak:
Whats New in Service Management?
What is a SAM anyway ?
Its 4:30pm Do You Know Where Your Assets Are?
Service Management Lifecycle
Software Asset Management
Software Asset Management (SAM) is all of the infrastructure
and processes necessary for the effective management, control
and protection of the software assets within an organisation,
throughout all stages of their lifecycle.
ITIL Best Practice guide Software Asset Management
SAM is NOT
Just about licenses or compliance
Just a tool or piece of software
Just a simple process or policy Every organization can realize
between 5% and 35% cost savings
A silver bullet through the implementation of
A quick fix focused software asset practices
Its 2:30pm Do you know where your assets are?
How does your organization stack up in SAM?
Business Driver Question
How do you currently keep track of your software licenses?
If you were to be audited today, would you pass? How would you prove it?
How do you know if users are downloading or bringing in unauthorized software?
Software Asset How do you find it?
Management How do you track software usage? Would your company like to know if its buying
or renewing software packages that arent being used?
How much time do you spend managing your software licenses? Would one
solution that allows you to input your proof of entitlements and reconcile against the
deployed software in your environment be helpful?
Software Asset Management Drivers
Market Interest in SAM is growing rapidly
Vendor led: Compliance
Microsoft, Adobe, Oracle, Symantec pouring resources into educating the market
87% of s/w vendors claim loss of revenue due to non-compliance*
Vendors estimate 35% of software is illegally installed,
resulting in loss of $35 billion worldwide
Industry groups (BSA, FAST, SIIA) increasing publicity/rewards around piracy
Audits expected to affect 35% of all customers yearly
Customer led: Improved controls/reduced costs
Real, tangible benefits for implementing SAM practices
Reduction in costs, risk mitigation, more efficient IT
operations & planning
93% of our customers believe license compliance is a priority
44% overall believe it is a High priority (49% of UK customers)
* KPMG Software License Compliance Study
Transforming from Help Desk to Service Desk
IT as a Strategic Enabler to the Business
The new model for the Service Desk is here
The right tools and processes bring efficiencies and enable
your Service Desk Analysts to tangibly contribute towards
improving your business
Start Your Service Desk Transformation Today!
Brenda Iniguez
[email protected]
510-262-9925
www.frontrange.com
Service Desk Transformation Concepts
~ Supplementary Details ~
Help Desk to Service Desk Webinar Series
Transforming from Help Desk to Service Desk Introduction
15 November 2007
Transforming from Help Desk to Service Desk Beware of
the 7 Deadly Sins of the Help Desk
24 January 2008
Transforming from Help Desk to Service Desk Essential
Process Automation Capabilities
21 February 2008
Transforming from Help Desk to Service Desk Getting Self-
Service Right with Six Simple Steps
17 April 2008
Transforming from Help Desk to Service Desk Three Keys
to Lowering Your Total Cost of Ownership
22 May 2008
Reactive vs. Proactive
Fighting Fires Analyze Trends
Focused on one incident at a Identify Potential Areas for
time Improvement
Inefficient Recognizing and Solving
issues before they happen
No Knowledge Capturing
Document Workarounds for
Solving the Same Issues known problems
again and again
Centralized Database assists
Numerous Systems in Problem Identification
Capturing Incident Data
Why Automation?
Get the most out of your investment
Most Users are only using 60% of the Functionality of Current
Tool
Make Your Tool Work For You
Let your staff focus on the important things
Ensure Items Dont Fall Through the Cracks
Enforce Your Processes
Efficiencies, Efficiencies, Efficiencies
Repetitive, Repetitive, Repetitive
Do More With Less
Can Automation Be Done Without A Programmer?
How Fast, and How Easy Can the Tool Change if Your Process
Changes?
Begin By Automating Escalation Process
1. Develop a Prioritization System
2. Set Target Times to Priorities
3. Develop Service Catalogue
4. Negotiate Service Level Agreements with Users
Focus on Incident and Problem Management
Centralized SPOC Service Desk Service - Benefits
Higher Customer Satisfaction
One Number to Know
Better Communication
Better Accountability
Customer has one place to go to for an update
Service Desk Pushes Other Internal Organizations to Deliver
IT Organization Focuses on Business
A New IT Model for Proactive Service Management
Leverage Voice Communication Mgmt for improved service
Unlock the Value of Remote Control
Proactive Application Repair and Installation
IT Workplace Provisioning
Integrated Change Management for Compliance and Audit
Determine Target Resolution Times
Determine Target Resolution Times Based on the Priority of the
Service Request
Begins to Set Expectation with Customer
Sets Goals for Service Desk to Resolve
Places Rules in Place for When Issue is Escalated to Escalation Teams
Provides Indicators for Reporting
Assists with Developing Services and Service Level Agreement
Helps in Problem Identification / Training Opportunities
Develop Service Catalogue Offerings
Service Catalogue
Defines the Services available to the customer from the IT
Organization
What is a Service and How Do I Define Services?
Depends on the Organization
Ask Your Customers What They Perceive as the Services You Provide
Possible to Define Services by:
Business Process (What Customers Perceive)
-Or-
Infrastructure Services
Network Services Usually Invisible to Customer but
Application Services Essential to Deliver Services to
Customer
Negotiate SLAs
Important Points when Developing SLAs
Ensure Operational Level Agreements and Underpinning
Contracts are Taken into Account
Dont Dictate What The Service Levels are Going to Be
Talk to Your Users, Talk to Your Users, Talk to Your Users
Be Prepared
Consider all Feedback
Seek Agreement (Service Level AGREEMENTS)
Start with a Pilot (Be Careful to Not Pilot a Problem Area)
Document Review Dates
Escalations
Combination of Incident, Problem, Change, and SLM Process provides
Framework for Escalation Process
Major Outages, by Nature of the Problem Management Process,
are Escalated Faster
Escalation Times are Built into SLAs
Measuring the Right KPIs
Moving to A Service Desk Changes the Key Performance
Indicators being Monitored
Help Desk Metrics Do Not Become Irrelevant
Hold Times (Contributes to Customer Satisfaction)
Number of Calls Received (Used for Trend Analysis, and
Problem Identificaiton)
Call Duration (Identifies Knowledge Deficiencies)
Metric Focus is On the Customer
Customer Satisfaction is KEY
Meeting Service Level Targets
Growing Call Volumes a concern
Why are Growing Call Volumes A Concern?
Average Cost per Incident for Phone Support is costly -
Estimated at approximately $25.
The Service Desk is First Place Hit with Budget Cuts
Rapid Increases in Call Volumes Stretch already Thin
Resources, Impacting Customer Satisfaction
Automating Repetitive Tasks
The Tool Should Allow for Automation of a Series of Steps in
a Repetitive Task
Reassigning a Task
Quick Incidents (Password Resets)
Standardized Processes
Simplicity
Provide Functionality to Easily Create Automation
Incorporate Into Workflow to Make Tool Easier to Use
Enable Technicians to Automate Tasks
Auto Ticket Generation
The Ability to Update or Create Service Requests by
Monitoring Email or Using Text Files
Makes the System More Effective
Automates Email Monitoring
Provides Another Path for Integrations
Key Part of Automating Processes
Ensures Your Call Records Are Up To Date With Customer
Communication
