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The Future of Service Level Management
By Christophe Faems
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Simply Speaking
• Service Level Management is the process to translate specific
customer needs into well managed Services which will be
delivered to agreed targets
• SLM part of Service Lifecycle
• Service Strategy
• Service Design
• Service Transition
• Service Operations
• Considered as the most important process for
Continual Service Improvement• What you should measure
• What you can measure
• Data gathering
• Data processing
• Data Analysis
• Presentation of information
• Implementation of Corrective Actions
Service Level Management (SLM)
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BASIC SERVICE LEVEL
MANAGEMENT
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Basic Service Level Management
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Service A(e.g. Email)
Service B(e.g. File Services)
Service C(e.g. Backup Services)
End Users
Internal
Focus
ICT
Service Catalogue
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Objective of Basic SLM
• ICT offers a “common” Service Catalogue
• Documented Service and Service Levels (Translated into Service
Level Agreements)
• “Common” agreement on how it will be measured and
presented
• Limitations
Service Level Management defines the level of service based on
ICT capabilities
Responsibilities are defined to support the services
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SERVICE LEVEL MANAGEMENT FOR MORE MATURE ORGANIZATIONS
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Service Level Management for more mature
Organizations
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Service A(e.g. Email)
Service B(e.g. File Services)
Service C(e.g. Backup Services)
ICT
End Users
Business Units
Service D(e.g. Business Specific)
Business ICT
Business
FocusService Catalogue
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SLM Objectives for more mature
Organizations
• ICT offers a “Customer Specific” Service Catalogue
• Negotiated & agreed documented Service and Service
Levels (Translated into Service Level Agreements,
penalties might be applicable)
• “Customer Specific” agreement on how it will be
measured and presented towards the Business
Service Level Management defines the specific level of service
needed to support Business
Supports Business Case
Mutual responsibilities (Business and ICT)
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Balance between the customer’s expectations and
ICT’s capabilities (Comes with a certain Cost)
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SLM Reporting
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• Reporting requirements are mainly based on facts &
figures
SLA is expressed in ‘%’
KPIs are expressed in ‘#’ and ‘%’
Examples:
Tickets Opened vs Closed
Tickets Re-Opened
Ticket solved per Group
Average Resolution Time
Duration Open Tickets
First Call Resolution
Tickets Solved within SLA
Classification
System Availability
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Service Level Agreement - Focus
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Customer Organization
SLA OLA
• Focus of the Agreement
– People & Skills
– Systems (Availability)
– Timing (Response, Resolution)
UC
Internal Teams
Focus = on Performance
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Conclusion
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• Through Service Level Management we try to manage
and measure Expectations (what has been agreed
upon)…
Is Service Delivery only
defined/measured
by
Facts & Figures?
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What’s Missing…?
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All SLAs can be in green but…
Is your End-User happy?
What’s the perception of the provided Services
Only SLA reporting does not provide the full picture!
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Story of a boy…
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…So there’s also the factor of Perception.
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Importance of Perception
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• Perception is subjective
• Method to receive “true” pain points
• Based on the end-users interaction with the service/product
• Doing “average” is just not good enough…
• Impact on business support & profitability
• Positive word-of-mouth will result in better aligned ICT and
Business
• Negative word-of-mouth will have a direct impact on your costs
& sales
…”Perception” is key input for the Continual
Service Improvement process…
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Impact on Perception
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• The perception of your End-User can be impacted by:
– The Quality of the Service provided
• Communication
• Transparency
– The Quality of the Solution provided
• Completeness of the solution (Features)
– Pricing
• What you pay What you get
– Situational factors
• Understanding the importance
– Personal factors
• Customer’s mood or emotional state
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Feedback from the Market
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• Competition is high
Impact on Pricing
• “Service” is sold as a key differentiator
You have to prove this
• Social media are often driven by perceptions
The impact can be fast & widely spread
You have to make the Difference!
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ADVANCED SERVICE LEVEL
MANAGEMENT
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Advanced Service Level Management
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Service A(e.g. Email)
Service B(e.g. File Services)
Service C(e.g. Backup Services)
End Users
Customer
Focus
Business Units
Service D(e.g. Business Specific)
Business ICT
ICT
Service Catalogue
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• The road towards a mature customer-focus
organization is based on Service Level Management
that manages and measures both Expectations &
Perceptions.
• Through Customer Satisfaction, both Expectations &
Perception can be measured.
Conclusion
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Customer Satisfaction
OMNITRACKER
Tooling can support you...
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Best practices on how to measure CSAT?
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Process Flow based on the DMAIC Improvement Cycle
Define specific questions
Measure Response &
Responsiveness
Analyze Results
Improve Responsiveness
and Quality of Questions
Control the process through
Versioning
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Method
• Use an Active and
Passive approach• Ask specific questions to the right
group of people
• Define the right questions• What do you need to know (not
always the same as what you
want to know)
• Avoid “Open” questions
• To measure multiple dimensions,
you need to split up the questions
• Limit the number of
Questions
OMNITRACKER
• Define questions based
on specific target groups
• Define questions based
on specific processes
• Re-use of questions
• Combine up to 6
questions into a survey
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Best practices on how to measure CSAT?
Define Specific
Questions
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Method
• Define a method (e.g. email)
• Easy to establish and maintain
• Cost effective to run
continuously
• Limit the number of Surveys
(e.g. Survey Interval)
• Studies have shown that the
Abandonment Rate goes up by
the number of Questions
asked. (Trend is even worse
for Executives)
• Consider using incentives
• Tracking on Individual Level
OMNITRACKER
• Specify target group(s) and
participants rate
• Person longest not invited
• % of users
• Invites are sent via Email
• Define when to send invite
• End-Users respond directly via
a Web Client (End-User Portal)
• Tracking of responsiveness on
individual level
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Best practices on how to measure CSAT?
Define Specific
Questions
Measure Response
& Responsiveness
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Method
• Make use of Automated
report generation
OMNITRACKER
• Ad-Hoc or scheduled
automated reporting
• Automatic delivery of
reports to specific set of
users
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Best practices on how to measure CSAT?
Define Specific
Questions
Measure Response
& ResponsivenessAnalyze
Results
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Method
• Redefine questions and
targeted audiences
OMNITRACKER
• Redefine questions and
targeted processes &
audiences
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Best practices on how to measure CSAT?
Define Specific
Questions
Measure Response
& ResponsivenessAnalyze
Results
Improve Respons-
iveness and Quality
of Questions
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Method
• Control the process
through Versioning
OMNITRACKER
• Control the process
through Versioning
© OMNINET
Best practices on how to measure CSAT?
Define Specific
Questions
Measure Response
& ResponsivenessAnalyze
Results
Improve Respons-
iveness and Quality
of Questions
Control the
process through
Versioning
31.10.2014 - 27 -© OMNINET
CSAT Survey Package
The ‘Customer Satisfaction Survey’ solution:
Add-on package
Integration with any defined Process (e.g. ITSM, PMC, SMC Process
template)
Enables to run Customer Surveys in fully automated, intelligent
and confidential approach
Zero administration
Showing the results of the overall satisfaction of your customers
via predefined Reports
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Conclusion
• The road towards a mature customer-focus organization is based on
Service Level Management that manages and measures both
Expectations & Perceptions.
• Through Customer Satisfaction, both Expectations & Perception
can be measured.
• Automation via Tooling is key to improve efficiency within Service
Level Management
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Service Catalogue based on Internal Capabilities
Business specific Service Catalogue managed on expectations
Business specific Service Catalogue managed on expectations & perception
Mature customer-focused
organization
Efficiency
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THANK YOU
PLEASE VISIT US @E028
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