Serv Ops IT Updated

8/4/2019 Serv Ops IT Updated

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- with special emphasis on IBM

Submitted By

Group - 8

Service Ops Management


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AIM ???

Industry Understanding

Who are the customers of the IT organization?

What does the IT organization deliver to its customers, and what is its core

business?

Objective of this study -

To analyze the service delivery gap and related issues existing in onsite-

offshore model in IT, and come up with recommendations

Methodologies Used

Service Life Cycle

Generic Process Model

SERVQUAL and GAP analysis


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IT Market


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IT Business Model


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Components of Customer Perception

1. Elements 2. Attributes 3. Deliverables 4. Price


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Service Life Cycle in IT


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Benefits of Service Approach (1)

To transform itself from a supplier of infrastructure and

technology, to a provider of value-added services

To articulate the value it delivers to the business and to setexpectations

Provides a foundation for assessing how well business needs

for IT are being met

Promotes alignment with the business and provides an insight

into the why of activities of the IT organization.


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Benefits of Service Approach (2)

Emphasizes the needs of the customer and their satisfaction

Enables required IT capabilities to be identified

Provides a foundation for different grades of service and

customization for different customers

Gives a basis for value comparisons with market offeringsfrom external IT service providers, and can be used as a

reference point when procuring IT services.


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IBM IT Process Model


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Gap analysis in service quality

Gap 5 is the gap between a customer's perception of the experience and the customer's expectation of the service -Customers' expectations have been shaped by word of mouth, their personal needs and their own past experiences.Routine transactional surveys after delivering the customer experience are important for an organization to measure

customer perceptions of service.

Gap 4 is the gap between the delivery of the customer experience and what is communicated to customers - All too oftenorganizations exaggerate what will be provided to customers, or discuss the best case rather than the likely case, raisingcustomer expectations and harming customer perceptions.

Gap 3 is from the experience specification to the delivery of the experience - Managers need to audit the customerexperience that their organization currently delivers in order to make sure it lives up to the spec

Gap 2 is between management perception and the actual specification of the customer experience - Managers need tomake sure the organization is defining the level of service they believe is needed.

Gap 1 is the distance between what customers expect and what managers think they expect - Clearly survey research is akey way to narrow this gap.


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Bridging the gap


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Gap1:

Gap 1 is the gap between customer expectations versusmanagement perception.

Gap 1 arises due to

Lack of marketing researchby the client.

Inadequate upward communication Too many layers of management, due to which sometime

original information can be distorted.

Sales Team who interact with the client team at the time of projectinception is sometime not able to understand all the technical

requirements, Sales Team may understand in its own way.


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Gap 1 Recommendations

Have People from Project execution team while signing off the deal at thetime of project inception so that they have the view of customerexpectations right from the beginning.

Collect all the granular data on the customer expectation and get a signofffrom the client.

Use Customer Expectation data to plan your over all project delivery.

Increase the management contacts with the customer, even then if theexpectations are not being met, put a person at client place so that clientfeel comfortable in a way that there is somebody always there to listen tohis problem.

Increase Internal Communications so that Clients expectations flow fromtop to down. Do this from time to time so that whole team is synchronizedand synergized towards is common goal which is to meet the customerexpectations.

Track Customer Satisfaction on a periodic basis.


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Bridging the gap


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Gap 2

Gap 2 is the gap between Management perception of the serviceand the service specifications.

Gap 2 arises due to

Inadequate commitmentto the service quality

Management might understand the requirement right but theyare not able to set the standardsso that other canunderstand on the same level.

Inadequate Task Standardizationor an absence of cleargoal setting.

Due to perception of unfeasibility.


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Clear roll out of execution planswith full technical details

Scope of every activity should be finalized and should be signed offwith all the concerned parties.

Baseline the Performance parameterswith the first resultavailable, then improve on them.

Have Look Ahead meetingand discuss the plan in detail with theteam who is actually going to implement and execute. This will bringManagement and the execution team on the same level.

Have a risk capturing sessionalong with the team.


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Bridging the gap


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Gap 3

Gap 3 is the gap between the service specification and the servicedelivery

Gap 3 can happen due to

Persons are poorly trained.

Result of role ambiguity and conflict Lack of Team Work

Inappropriate supervisory control

Conflicting standards


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Gap 3 - Recommendations

Need to plan sufficient ramping upand training time for the newresources.

Have backups for the very critical people, give time to them toexecute the given plan, if there is only one resource for many task,he might hurry up the things and hence might compromising on thequality.

Have clearly defined rolesfor important tasks like buildmanagement. Any dilution of the important tasks may result in poorquality or delay.

Cross train the peoplein multiple domains so they are alwaysuseful and task will not depend on any individual.

Make sure that Project Managers and leads are technicallysound, this will enable them to take fast decisions on the spot.


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Bridging the gap


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Gap 4

Gap 4 happens between Service delivery and the externalcommunication to the customers.

If the people interfacing to the customerhave disconnectwiththe execution team.

Customer expectations are affected by the statements made by thecompany representatives.

Over committing to customerby the company representatives,this phenomenon can be easily seen by the credit card vendorsoutside the gate of any big company.

Sometime project team and the sales team are not on the samepage. Due to this customer expectations are affected.

Multiple channels of communicationwith the customer.

Not matching performance to the promises

Client not using the service in a way it has to be used.


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Have designated single point of contactsto avoid the multiplecommunications on the same issues.

Plan according to the capacity of the team, plan some bufferand

then communicate to the customer. Train the people on communicationaspects before they leave for

the onsite.

Educate client for the proper use of services.


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Bridging the gap


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Gap 5

This Gap is the result of the other Gaps described earlier.

This is the Gap which customer notice first. Feedback on this gap (complaints) is diagnostic of the other gaps.

Here is where we obtain information that provides the imperative forimprovement.

Proactively seeking feedback here is essential to improvement.

Gap 5 happens when customer finds the discrepancy betweencustomer expectations and their perceptions of the servicedelivered,.


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Recommendations for Gap 5

Have management person at client side right from thebeginningso that he can manage the client perceptions fast.

Make the GUI very user friendlyso that the first impression is

always good, there were cases where underlying functionality wasworking perfect but GUI was not giving correct messages.

As recommended in earlier Gaps, manage them right from thebeginning so that Gap 5 can not occur.

Have regular feedback sessionon the deliveries.

Have regular management visits to the client placeto know theclient perception.


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Bridging the gap


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Gap 6

This is the discrepancy between customer expectations andemployees perceptions, how the line staff perceives the

expectations of the customer.

This Gap happens as a result of the differences in the understandingof customer expectations by front-line service providers.

Recommendations:

Stability should be given highest importancein product

development, if required delay the delivery but give stabledelivery.

Educate the importance of the stability of the system totheground level of employees who actually make the product


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Bridging the gap


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Gap 7

This Gap happens due to the discrepancy between employees

perceptions and management perceptions.

This Gap happens if Management fails to communicate therequirement to their subordinates completely or clearly.

Recommendations:

Have a Look Ahead Meeting (LAM) before the start of every phase so that

goals and priorities are clear to the execution and the test team.

Close tracking of the activities rolled out in LAMs.

Take the regular Technical feedback from the customeron the deliveries.


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Thank You !!!!!


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ITIL-The framework for IT

Services management


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Introduction to ITIL

Information Technology Infrastructure Library(ITIL)

Developed in the late 1980s by the UKGovernment

Public Domain

Best Practice Framework

De facto Standard Everyone speaks the same

language Quality Approach

itSMF (IT Service Management Forum)


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Introduction to ITIL

ServiceSupport

ServiceDelivery

The Service Desk Incident Management Problem Management ConfigurationManagement Change Management

Release Management

Capacity Management Financial Management Availability Management Service Level Management IT Service ContinuityManagement


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The Service Lifecycle


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Service Strategy Service Strategy

Service Portfolio Management

Demand Management

Financial Management

Service Design Catalog Management

Service Level Management

Availability Management

Capacity Management

Service Continuity Management IT Security Management

Supplier Management

Service Transition Change Management

Service Asset and Configuration Management

Release and Deployment Management

Transition Planning and Support *

Service Validation and Testing *

Evaluation *

Knowledge Management *

Service OperationIncident Management

Problem Management Event Management

Service Request Fulfillment

Access Management

Continual Service Improvement


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Integration Between Service Operation Processes

Documents

Serv Ops IT Updated