Better Days Thru Better Ways

Better Days thru Better Ways

Presented by

The DonnaCertified ITIL V3 Expert

A Typical Day at the Service Desk

The Customer Experience

• 10:03 – 10:07AM – First call from Mr. Smith

The Customer Experience

• 10:03 – 10:07AM – First call from Mr. Smith

• 11:55 – Noon – Follow Up with Tom Jones

The Customer Experience

• 10:03 – 10:07AM – First call from Mr. Smith

• 11:55 – Noon – Follow Up with Tom Jones

• 1:10 PM – Third call from Mr. Smith

The Customer Experience

• 10:03 – 10:07AM – First call from Mr. Smith

• 11:55 – Noon – Follow Up with Tom Jones

• 1:10 PM – Third call from Mr. Smith

• 1:15 PM – Second call to Tom Jones

The Customer Experience

• 10:03 – 10:07AM – First call from Mr. Smith

• 11:55 – Noon – Follow Up with Tom Jones

• 1:10 PM – Third call from Mr. Smith

• 1:15 PM – Second call to Tom Jones

• 1:35 PM – Call back to Mr. Smith; Mr. Roberts

The Customer Experience

• 10:03 – 10:07AM – First call from Mr. Smith

• 11:55 – Noon – Follow Up with Tom Jones

• 1:10 PM – Third call from Mr. Smith

• 1:15 PM – Second call to Tom Jones

• 1:35 PM – Call back to Mr. Smith; Mr. Roberts

• ….and the beat goes on…

How Could this have gone better?

• Confirm caller’s information

• Use the call reference number

• Set the caller’s expectations, by quoting the time frame

• Assign the ticket to the proper resource the first time by developing a Resource List

And…

• Being proactive, the Service Desk Agent should have followed up with the technician to get a status. If there is going to be a delay, contact the caller (Owning the Incident.)

And on and on and on….

There Must be a Better Way

• Process Improvement

• Continual Service Improvement

• Deming Quality Cycle

• Six Sigma

• CMMI

….Better Days thru Better Ways

The Proof is in the Pudding

• Results:– One of my customers increased their customer

base 30%; while only increasing staff by 10%– Another customer increased customer

satisfaction from 65% to 87% in less than one year

$$$ - The Bottom Line

• $25/call placed to the Service Desk

• Add in the cost of support teams

• Plus user’s production time lost (more than 3 hours and counting…)

The Competitive Edge

Organizations that continually seek to improve have a competitive edge over their competitors who do not follow that path

Process Improvement Projects

• Must be driven by strategic organizational goals

• Well-designed processes produce outcomes that are expected, efficient, effective and keep customers/users happy

• They produce long-term results• Must consider their effect on other existing

processes

Begin at the Beginning

“The first step toward success is taken when you refuse to be a captive of the environment in which you first find yourself”

-Mark Caine

Define Areas of Improvement

ITIL’s 4Ps of Service Management

• People

• Process

• Product (Technology)

• Partners (External Support)

People

• Leaders vs. Managers

• Corporate Return on Investment

• Staff Retention

• Managing our Support Teams

• Customers’ Perception (REALITY)

Process

Process errors account for 80% of all Incidents reported to the Service Desk (Human Error account for the remaining 20%)

Product (Technology)

To ensure high levels of Availability, we must have processes in place in the following areas:

• Maintainability

• Serviceability

• Replacement

• Capacity

• OLAs

Partners

• Underpinning Contracts must be maintained and levels of service enforced

• Vendor Selection Criteria

Scope

• Before making changes to a process, you need to understand the whole process from start to end

• Start with the users of the process

I.D. Points of Pain

Prioritize according to:

• Quick Wins

• Urgency– Production– Customer PERCEPTION

• Budget

• Other Resources

Process Selection

• Eliminate processes that do not contribute to your goals

• Identify your 30 most used processes– Call Handling– Service Requests– Access Change Requests

Obtain Approval to Proceed

• Create a Business Case

• Obtain Approval

• Determine Critical Success Factors– What will success look like– Can we measure it?

• Market your project– Change is always threatening– I.D. a “Champion”

Investigate

• Examine the activities from beginning to end

• Identify weaknesses and potential problem areas

Communicate

• Create a list of possible improvements

• Meet with users/customers to test and get feedback

• Convince them that they will be better off if we implement these improvements

Implement

• Use ITIL Change Management Practices

• Automate what you can

• Don’t forget– Testing (UAT)– Training– Communication– Customer Satisfaction (REALITY)

In Conclusion

Well-designed process:• Produce predictable outcomes that are

efficient, effective and keep customers/users happy and productive

• Eliminates “Islands of Knowledge”• Easier adherence to “Regulatory

Compliance”/Report ability• Easier to automate

Thank You for Attending

The Donnawww.TheITILMind.com