032 Case Study

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Case study (3) IT Service improvement YUBC Internet provider

Transcript of 032 Case Study

Case study (3)

IT Service improvementYUBC Internet provider

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Business system “YUBC” Founded in 1989, in Beograd, and its main activities are

telecommunications Motto: “Quality without compromises”. Its business is divided into two main sectors: technical

and sector of general affairs. Clients are offered 24/7 technical support during whole

year. Following services are offered: Web Hosting, Server

Housing, Domain registration, VOIP, Dial-up , ADSL, Wireless access

www.yubc.net

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Wireless internet service

Wireless Wireless InternetInternet is achieved by establishing connection between transmitter (provider) and receiver (client). For a client to be able to use wireless internet it is necessary to be inside the signal coverage area (to have a visual contact)

Business system “YUBC” for Wireless service:

• Goes onsite to check visual contact;• Assignees IP addresses;• Provides all necessary equipment for establishing wireless connection;• Sets up raido-antenas and tunes them up.

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Usage of ITIL in Wireless service Areas with potential for improvement:

◦ Recording of observed processes,◦ Clear definition of roles and responsibilities within

RACI matrix and Establishing standard procedures: Procedure for creation and categorization of

documents Procedure for document management.

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Analysis of event management processes

AS-IS analysisFor event management is used: SNIPS, Software from hardware manufacturer and E-mail notices

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Analysis of event management processes

Suggestions for improvement:1. Procedure for event management and2. RACI* matrix.

Service Desk

manager

Service Desk

analyst

Ass. dir. for tech. sector

Head administrator

TT assembler

Choice of event to be supervised

I I A C

Parameters for event alarms

I I A C

Event discovery A R I I I

Action trigger A R I I I

Action analyse A R C/I

Closing up event A R

*The RACI matrix is a type of responsibility assignment matrix which is used to delegate tasks, activities, milestones, or decisions to project team members. Each team member is designated a role in the RACI hierarchy which is an acronym that stands for (Responsible, Accountable, Consulted, Informed).

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Analysis of event management processes

AS-IS analysis• Considerable maturity of process;• There is no unified record of incidents .

Suggestions for improvement:1. Incident record, 2. Incident procedure management and3. RACI matrix.

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Analyse of event management processes

ClientService

Desk manager

Service Desk

analyst

Ass. dir. for tech. sector

Head administrator

TT assembler

Incident detection R/I A R I I I

Entering the incident I A R

Categorization of incident A R R/I I

Incident priority A R R/I I

Starting support C A R I I I

Solving form second level of

supportC/I C C A/R I R

Solving form third level of

supportC/I C C C A/R C

Closing up the incident I C R A I I

Proactive communication C/I C R A/R C C

Incident report A/R I I I

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Analysis of event management processes

AS-IS analysis• Considerable maturity of process;• There is no unified, structural record of problems.

SMETNJE ILI PREKID USLUGE

WIRELESS

INTERNET LINKOPREMA KORISNIKA

OSTALI UZROČNICI

OPREMA PROVAJDERA

RADIO FREKVENCIJE

GREŠKA KORISNIKA

Link provajder-Telekom

Link Telekom-njegov provajder

Međunarodni linkovi

Fizičke preprekeMešanje

drugih uređaja

KabloviRuter

Switcher

Korisnička antenaBazna stanica

Sektorska antena

Point-to-point dodatna oprema

Server

Napajanje

Kablovi

Konfigurisanje

Napajanje

UređajiNeinformisanost

Pogrešna procena

Vremenske nepogode Nestanak

strujeDelovanje N.N. lica

Suggestions for improvement:1. Records of the problems, 2. Database of known errors,3. Procedure for problems management4. RACI matrix.

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Analysis of fulfilment

AS-IS analysis• Claims – standard changes which should be charged;• The existing records of clients;• There are no unified records of claims.

Suggestions for improvement:1. Records of claims, 2. Extension of user records,3. Procedure of claim fulfilment and4. RACI matrix.

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Analysis of Access management

AS-IS analysis• Every employee enters name and password on its own PC.

Suggestions for improvement:1. Catalogue of services for internet users, 2. Procedure of access management and3. RACI matrix.

Case study (4)

IT Service improvementTelekom Service Desk

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Telekom SERVICE DESK Organization plans

ISO/IEC 20000 standardization and ITIL practice

Existing service desk◦ Tel, fax, mail, post, web app

special home made application for damage report

http://www.telekom.rs/

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Telekom SERVICE DESK

Disadvantages:◦ the processes of

planning, designing and IT maintenance are difficult

Possible improvements:◦ Centralization◦ Report of all failures◦ Claim status check◦ Centralized software

Analysis:◦ Duration:10 days ◦ around 10 000 IT clients◦ not a single incident, nor

service claim lost◦ 344 are solved on first level ◦ 107 incidents are solved on

the second level of support◦ categories have been analysed

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Telekom SERVICE DESK

PROJECT description:• Purchasing of HP Open View software• Loading the database – connection between Active

directory and Human Resource database of employees

• Integration with already used client hardware and software system

• Establishing connections client-equipment and equipment-equipment

• Loading the database with data on equipment that is not being used

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Telekom SERVICE DESK Goals of the project:

1. helping IT to become service provider in organization

2. improve the quality of IT services

3. implement and optimize processes of IT support services

4. lower long term expenses for service providing

5. create basis for implementing complete management of IT services on ITIL

6. renewal of normal service operations as soon as possible

7. reduce consequences of incidents on company business

8. processing and evidencing of all incidents and service claims so that there is no loss

9. referring resources where they are most needed

10. provision of information that enables optimization of support process, lowering number of incidents and execution of management planning

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Telekom SERVICE DESK  Phase 1: Delivery of hardware and software Beginning: Project start date Deadline: Project start date + 60 days

Phase 2: Service Desk, Incident Management and Problem Management

Beginning: Project start date Deadline: Accepted Phase 1 + 90 days

Phase 3: Configuration Management and Change Management Beginning: Project start date Deadline: Accepted Phase 1 + 120 days

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Telekom SERVICE DESK Client service is divided into two

groups:

◦ level onereceives calls, fills in data, sets priority, resolves basic problems (password reset, providing information), forwards cases that can’t be solved to level two.

◦ level twosolves cases with long distance approach, forwards cases that can’t be solved to the work groups

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Telekom SERVICE DESK Work groups

• technicians of different locations, • unidocs, • warehouse clerks, • specialists, • system operators,• network administrators,• safety and protection, • management, • Telecommunication information system (TIS), • Management information system (MIS), • Geographical information system (GIS), etc.

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Telekom SERVICE DESK Benefits gained by introducing

Service Desk:

automation of the processes that are monitoring provision of IT service

improved quality of IT service provision

reduced response time on reported error

reduced expenses of service provision

created knowledge database increased user satisfaction knowing

that they can find out at any time what is going on with their claim

it has began to be measured and analysed utilization of IT technicians,

work is being allocated and stimulated based on analysis

Case study (5)

Continual Service Improvement“VELKOM” company

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“VELKOM” company Private company for production and packaging of

powdered and granular products. For two decades of business company has become

one of the largest manufacturers of various food additives.

Winner of several gold medals for quality.

http://www.velkom.rs

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VELKOM case study Two main areas of improvement: external and

internal

Defining of desired state or goal: delivery of quality IT service, increase capacity in accordance with company development, training staff.

IT sector of VELKOM company supplies internaly.

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VELKOM – Department of purchase

Existing IT service Improvements regarding changes in the

application: evaluation of suppliers’ reliability, reporting

Expected result: better risk management

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VELKOM - Production

IT service – application for inventory Introduction of ERP software package for

production management Implementation of ERP software includes

engaging specialist consultant team

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VELKOM - Sales

Improvement of current service:◦ accepting orders via e-mail◦ reporting◦ analysis of product sales.

New service: Online shop

Availability management, information security and access control

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VELKOM - Finances

Current application offers good support in this area Different complex financial reports Changes according to legal requirements Access management and prevention of data

manipulation

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VELKOM – IT sector Capacity management – optimizes capability of IT

infrastructure and services Analysis of the component failure impact

◦ Analysis of service failure◦ Availability of 24h service ◦ Events that lead to service failure

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VELKOM – IT sector

Capacity management – proactively oriented hardware, software and staff support

Service capacity management Capacity management - components

◦ hardware components,◦ software tools for monitoring, measurement, data

analysis and safety management,◦ Roles: Measurement manager and Analyst

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VELKOMInstitutionalization of changes

Methods of institutionalization of changes: Harmonization of changes with organizational

culture Communicational strategy and plans Service Desk – direct communication of IT supplier

and client◦ Quick response to a request◦ Event management

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ConclusionConclusionMost of those who have experience with ITIL

claim that adoption of ITIL doesn’t have an end point – there is just a starting point and milestones on the path of measuring

achieved continuous success!