Barclay rae itsm goodness presentation

7 Steps to ITSMGoodness

ITSM Goodness

7 steps to success…

Current dilemmas in ITSM

• Are we/will we be relevant? (ref cloud, BYOD, mobile, social, gamification) Is ITIL relevant?

• What is the future for Service desk? Is it broken and does it need re-defining?

• Should SLAs be banned? What's the point of a service catalogue? What is a service catalogue?

We don’t need…ITIL

We don’t need…

ITIL, but we need to be:

Consistent

Reliable

Efficient

Profitable / Productive

Delivering in line with

expectations

Moving on…?

What are practitioners saying?

We need practical help

We need to be doing stuff that's relevant for the business

Where do we start?

How do we react to the new challenges and 'messages' from the industry?

7 Steps to ITSMGoodness

10

7 steps to Happiness

7 Steps to ITSM Goodness 1. Engage and listen to customers

2. Build services based on business outcomes

3. Invest in the service desk

4. Get problem management working

5. Report on useful stuff

6. Get the whole IT organisation involved

7. Change the pitch – sell the value








1 engage + listen to customers

o What do we do for them?

o What's important, who, when?

o What could we use as a simple measure of (IT) success?

o How do they prioritise ?

Arrange short 121 meetings on improvement (not about 'SLAs')

Let them use their own words - give them an open page / simple questions

Keep the meetings/ interactions short

Ask them about specifics - dates, times, key people








2 build services based on biz outcomes

o Build and visualise a simple (1 page) view of services

o Organise into a relevant / useful structure / hierarchy

o Start to populate the services with information

o Use this as the data store (service database) for other service documentation

Consider: brochure, user portal, business output view, tech info, supply chain and process info

Simple RAG view

Develop reporting bundles, using relative weighting around metrics, including customer satisfaction, NPS, availability, thresholds on events, moments of truth

Service Structure

This will vary, but in essence there are several main types of content, with 2 initial key documents:

• Service structure

• Service database

These first 2 documents provide the basis for a variety of documents, depending on requirements and maturity.

Service Structure








3 invest in the service desk

o If you want brilliant (awesome) service, hire brilliant people

o Service Desk Manager - pivotal, game-changing role

o 3-way pull - service desk team, customers, the rest of IT

Get in control of statistics and motivation

Get the department on-side and get authority

Make tools and processes work for you

Build a SD code of conduct

Make it an aspirational place to work

Be clear on basic rules and goals - give staff flexibility to excel

Know your stats but keep an eye on the bigger picture

Service Desk Code of Practise

What’s our business / who are our customers?

What are our standards/ethics/codes of behaviour?

How do we provide service to our customers?

What are our services?

How is our success measured?

How do we deliver?

How do we manage?

Details…

A brilliant service desk:

Is the focal point for the delivery of IT services - and is supported by other back office and support groups

Is regarded and actively supported by management as a valuable asset, not just a cost centre

Has high levels of first line and first contact resolution (70%+), low levels of attrition (>5%) and minimal telephony abandon rate (>5%)

Has very high levels of customer advocacy and satisfaction ratings

Is seen as an aspirational place

to work

Service Desk – World Class (sample) Customer Advocacy

• Customers are happy to recommend the service received

• They are enthusiastic about providing references or testimonials

Efficiency

• Efficiency and performance are constantly reviewed with actions

• Metrics are publicised and promoted across IT and customers alike

• The organisation continually looks at optimising cost with BAU

Emotional Intelligence

• All are empowered to act beyond their normal remit

• Proactive behaviour is encouraged and regularly demonstrated

• Issues are seen as opportunities for improvement

• Issues are tackled with teamwork, customer focus and professionalism








4 get problem management working

• Successful problem management will start to turn things around

• Think role and person more than process

• Top 10 department problems - what are yours?

• Visibility helps to find solutions

Be clear on objectives and measures early in role

Raise problems and get them solved (not necessarily solve them)

Keep away from the phones and SD/incident/reactive comfort zone

Too often seen as administrative

Analysis should lead to focus on how to resolve

Needs clout and strong communications/PM skills

Making Problem Management work

More about ownership + people than just a process

Problem Management – part analyst, investigator, mostly project manager

Spyglass and whip

Visibility helps – teams/crowds solve more problems

What are your top 5 problems?

Not necessarily just the (successful) ex Service Desk Manager








5 report on useful stuff

• Use the service structure and business input to drive reporting

• Get a single page RAG view and work backwards

• Give teams and individuals the right information for them

• Establish a variety of regular reporting views and outputs

'What goes on in IT'- don't give customers stuff just about what you do...

Keep checking and reviewing for relevance + currency

Regularly refresh - check for relevance and use...

System, not service, reporting

Overall metrics

Net Promoter

Score

Customer

Satisfaction

Sales

Service

Treasury

Service

HR Service

Service

Desk

Logistics

Budget

Overall

IT QOS








6 get the IT org. working together

• Its not just the service desk

• Its not just about process - governance is key

• Processes, RACI etc. must be end to end

• Ownership ownership ownership

• Use reporting to highlight issues across teams

• Establish common goals and vision

• Velvet fist iron glove - management and common sense








7 change the pitch – sell the value

• Define success and promote its pursuit

• Establish and communicate good stories

• Be clear on message and media

Use marketing and marcomms techniques

Think of the audience you are communicating to

Produce glossy and fun versions of the message

Check that the message is being heard

Communicate success and value

Keep on doing this

Overall ITSM Goodness

• Go for the tangible – ‘eating the elephant’

• Don't try or expect to 'do ITIL' or do it all at once

• Measure and monitor - then do something with the data

• Culture eats strategy...

• Keep doing the things that give value

• Use information for decision making and to improve

• Hiring and keeping the right people is key

• Management skills and training are essential

7 Steps to ITSM Goodness

1. Engage and listen to customers







Practicalities What can we achieve in 10 – 20 – 30 days?

• Run a workshop • Hold meetings with Customers • Engage with IT • Define the Service structure • Build the Service Database • Produce a service ‘brochure’ • Define the service (process) supply chain • Clearly define service owners • Get customer feedback • Build business metrics model • Reduce cost of service request handling • Use simple Customer feedback and NPV

43

44

Thank you for listening…

www.itsmgoodness.com @barclayrae #ITSMgoodness [email protected] www.barclayrae.com

mailto:[email protected]

mailto:[email protected]

Documents

Barclay rae itsm goodness presentation