feb2008 service desk maturity models & fram
DESCRIPTION
Service Desk Maturity Models & Frameworks, Bob Last, HDITRANSCRIPT
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Service Desk Maturity Models & Frameworks
Robert S. Last, M.A., S.C.A., S.C.M.
February 14, 2008
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Agenda• What’s a model & what’s a framework?
• The most common models and frameworks
• Choosing a model or framework
• How they work--in brief
• Lessons learned
• Resources
• Questions
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What’s a Model & Framework?
• Model-A standard or example for
imitation or comparison.
• Framework-Guidance that is not
prescriptive in nature. A framework
tells you who, what, where and when
to do something, but not how to do it.
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The Most Common Models & Frameworks
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Capability Maturity Model (34 of them)
Capability Maturity Model-Integrated
IT Service Capability Maturity Model
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We Also Have…• HDI Support Center Maturity Model
• ISO/IEC 20000-Standard (model) from our
British cousins & ISO
• ITIL-Framework from our British cousins
• CoBIT-Model for control of the IT environment5
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How They Work—In Brief…• The good news first-the maturity models all
work essentially the same way
• The frameworks and standards all have assessment tools of different types
• The documentation on all of these frameworks, models, standards, etc. is voluminous
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How They Work…• The bad news is that they have these
characteristics:
– A lot of reading, study and paperwork have to be expended to understand them;
– The writing for these programs is DRY—Sinai Desert dry;
– Most support center managers have a tendency to pick and choose what parts they use
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CMM• CMM began in 1987; created by the Software
Engineering Institute (SEI) at Carnegie-Mellon University; began from a charter issued by the DOD; released in 1990.
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CMM--I.D.E.A.L.
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I.D.E.A.L.• I-Initiating: Laying the groundwork for a
successful improvement effort.
• D-Diagnosing: Determining where you are relative to where you want to be.
• E-Establishing: Planning the specifics of how you will reach your destination.
• A-Acting: Doing the work according to the plan.
• L-Learning: Learning from the experience & improving your ability.
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The Maturity Levels
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What is a Maturity Model?• Organizational maturity refers to an
organizations’ ability to perform.
• A maturity model is a descriptive model that defines five stages of evolutionary growth.
• At each maturity level organizational competence increases.
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Advantages to Maturity Model• Practices are identified & can be repeated.
• Best practices can be rapidly transferred across groups.
• Variations in performing best practices are reduced.
• Practices are continuously improved to enhance capability (optimizing).
• Provides a common framework & language.
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Advantages of a Model & Framework
• Allows you to concentrate on improving more than creating.
• Generally is supported by training, consulting & ancillary literature.
• Repeatable practices become the norm– U.S Navy goes nuclear-safely & the airline pilots
checklist– Apollo 13—the movie
• Fewer and fewer “individual acts of heroism.”14
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CMMI• Capability Maturity Model Integration(CMMI)
was released in 2002 and combined disparate models of CMM into a single integrated model.
• CMMI describes the
characteristics of
effective processes.
• CMMI is a framework for business process improvement.
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IT Service CMM• IT Service CMM® is a maturity model aimed at
enabling IT service providers to assess their capabilities with respect to the delivery of IT services.
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Maturity Model Assessments-I• Maturity model assessments measure the degree to
which an organization uses its people, processes, tools, products, and management.
• Assessments show how the organization compares to other organizations.
• Assessments show opportunities to improve, identify required standards, processes, procedures and facilitate continuous improvements.
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Choosing a Model or Framework• Process Maturity Framework (PMF) or
Governance Maturity Model (GMM)?
• Are you subject to IT governance audits? Can anyone say CoBIT & SOX? HIPPA?
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HDI Support Center Maturity Model
• Developed in 2003, updated in 2007.
• Based on input from the HDI Strategic Advisory Board.
• Reflects changes in business needs, advances in technology & growth in process maturity models.
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HDI Support Center Maturity Model
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Definitions
Operational Procedures are developed for measurement
Tactical Actions are developed to implement a strategy to achieve a
specific objective
Strategic Long-term plan of action is designed to achieve a particular
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Maturity Level Characteristics
Vision People Process Technology
•Reacts to incoming volume•Can be chaotic• Limited interaction
with other IT groups• Lacks mission/vision• Service level targets
not defined•Has basic
operational plan; lacks long-term planning
• Phone contact• Business hours
(8 AM - 5 PM)•Multiple points of
contact•Dispatch-focused•Generalists• Staffing is labor-
driven• Limited training
•Undocumented processes• Inconsistent process
adoption• Basic incident
tracking/handling•Reacts to changes• Little measurement
• Simple telephony• Simple tracking tools• FAQs• Tools not integrated• Limited process
automation
Bold = Characteristics from 2003 Maturity Model 22
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Maturity Level Characteristics
Vision People Process Technology• Focus on support center
productivity• Interacts with escalation
partners• Focus on support center
teamwork• Markets services provided• Has mission; lacks long-
term vision• Has operational and
business plans
• Phone, email, voicemail, fax contact• Extended hours; on-call
service• Single point of contact• Escalation paths defined• Specialists• Focus on first-contact
resolution• Staffing based on service
level targets• Training provided• Monitors performance• People satisfaction surveys• Recognizes individual
contributions
• Key processes documented• Processes influenced by
best practices• Consistent process adoption
by support center• Tracks incidents and
service requests• IT-based service level
targets• IT-based quality standards• Basic change, problem and
knowledge management within support center• Hardware asset inventory• Measures support center
performance• Event-based customer
surveys
• ACD system• Customized announcement• Skills-based routing• Service management tool• Workforce scheduling tool• Self-service ticket entry,
history, status• Internal knowledge
database• Basic reporting tools• Some tools integrated• Tools enable common task
automation
Bold = Characteristics from 2003 Maturity Model
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Maturity Level Characteristics
Vision People Process Technology• Focus on customer
productivity• Partners with IT groups,
customers and vendors• Markets value to customer• Vision/mission aligned with IT• Operational and business
plans are aligned• Accounting-based costs
(chargeback)
• Multi-channel support• Extended hours to meet
customer needs(24x7 – follow the sun)• Single point of contact;
team collaboration• Tiered support• Staffing based on work
volume and service level targets (workload planning)• Focus on first-contact
resolution• Training and career
development• Monitors performance• People satisfaction surveys• Competitive compensation• Recognizes team and
individual contributions
• Documented processes based on best practices• Consistent process adoption
at most levels• Incident and service request
management• Customer-based service
level agreements• Included in change
management• Knowledge management
culturally accepted• Problem elimination• Hardware/software inventory• Customer-based quality
standards• Service catalog• Measures support center
performance to targets• Periodic customer satisfaction
surveys
• Computer telephony integration• Service management tool• Workforce management tool• Self-service integrated with
knowledge• Reporting tools enable trend
analysis• Most tool are integrated• Tools enable process
automation
Bold = Characteristics from 2003 Maturity Model 24
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Maturity Level Characteristics
Vision People Process Technology• Focus on business
productivity• Support center is integral to IT• Markets value (integration) to
business• Vision/mission are aligned
with business• Operational, business and
strategic plan alignment• Budget supports business
requirements• Business value-based costs
• Integrated multi-channel contact• Extended hours to meet
business requirements• Single point of contact; shared
ownership• Workforce planning and
resource allocation supports business success• Training, career and personal
development• Balanced scorecard
performance monitoring• People satisfaction results
used for positive change• Regular compensation review• Formal recognition programs
• Documented processes based on management framework• Consistent process adoption
at all levels• Business-aligned service level
management• Support center on change
advisory board• Knowledge management is
integral to support• Problem elimination• Configuration management• Business-aligned quality
standards• Service catalog• Performance results
measured to KPIs• Multiple customer satisfaction
survey methods
• Computer telephony integration with customer relationship management• Service management suite• Self-service with knowledge
and self-help/self-healing capabilities• Reporting tools enable
business analytics• Tools enable full process
automation (fully automated)
Bold = Characteristics from 2003 Maturity Model25
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Model Evaluation Categories
2003 2007Alignment to
HDI Support Center Certification
Labor Intensity PeoplePeople Management
ResourcesPeople Satisfaction
Process Complexity Process Process & Procedure
Tools Implementation Technology Resources
Scope of Vision VisionLeadership
Strategy & PolicyCustomer SatisfactionPerformance Results26
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What do I do with this?
• The HDI Support Center Assessment Program:
(Working on the tool now)
http://www.thinkhdi.com/......
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ITIL Process Maturity Assessment
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“ITIL Process Maturity Assessment” Levels
• Uses the following maturity levels:– Level 0-Absence-There is absolutely no evidence of
any activities supporting the process– Level 1-Initiation-There are ad hoc activities
present but we are not aware of how they relate to each other within a single process
– Level 2-Awareness-We are aware of the process but some activities are still incomplete or inconsistent; there is no overall measuring or control
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ITIL Process Maturity Assessment-Levels-continued
– Level 3-Control-The process is well defined, understood and implemented
– Level 4-Integration-Inputs from this process come other well controlled processes; outputs from this process go to other well controlled processes
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ITIL Process Maturity Assessment-LevelsLevel 5-Optimization-This processes drives
quality improvements & new business opportunities beyond the process itself.
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Tools for You…IT Service Capability Maturity Model:
http://www.itgovernance.co.uk/files/IT%20Service%20CMM.pdf
http://www.itservicecmm.org/
http://www.itservicecmm.org/doc/quest-0.1.pdf
http://www.serc.nl/people/niessink/publications/TR99.Niessink.pdf
(This is one of the best explanations available-All 78 pages)
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ISO/IEC 20000»Has a great Self-assessment Book
» It describes an integrated set of management processes that are aligned & complementary to the process approach defined within ITIL.
» The individual ITIL books offer expanded information & guidance on the subjects addressed in ISO/IEC 20000.
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ISO 20000 Service Mgmt.
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Does ITIL Have Assessments?Oh Yeah! They’re very good too!
• IT Service Management: Service Support Self-assessment Questionnaire
http://www.contentedits.com/img.asp?id=4183
http://www.itsm.info/downloads.htm
www.itsm.info/Service_Desk service_support_assessment.xls
• IT Service Management: Service Delivery Self-assessment Questionnaire
http://www.itsm.info/downloads.htm
http://www.itsm.info/
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CoBIT• CoBIT is a model for control of the IT
environment.
• Where ITIL is a Process maturity Framework (PMF)…
• CoBIT is a Governance Maturity Model (GMM)
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CoBIT Cube CoBIT Resources
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Lessons from Veteran Users1. Do your homework first
2. Identify what could go wrong, not what might go wrong. Never Assume—remember FEMA?
2. Do not “implement by incantation”
3. Remember, “Murphy’s Law-Whatever can go wrong, will go wrong, at the worst possible time-” was optimistic
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Measuring & Defining Success• Measuring:
– Identify what’s important for implementation– Identify what’s important for daily management– Identify what’s important for strategic management
• Define Success:
You should do this in the beginning of the project, during the planning stage
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Resources-Check the bookstore!
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Ask a question—I Dare You!
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