better days thru better ways
DESCRIPTION
Ever had one of “those days” where you left the office two hours after quitting time and still had not checked one thing off your Task List for the day? We all have. Come discover how you can begin your journey to “Better Days thru Better Ways.” Presented at HDI Orange County by Donna Holt on 4/7/2010.TRANSCRIPT
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