Barclay Rae

Let’s demonstrate value, not what we do

Would you run a restaurant without a menu?

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Service Desk, SLM and ITSM Goodness EMAIL bjr@barclayrae.com TWITTER @barclayrae #ITSMgoodness WEB www.barclayrae.com www.itsmtv.co.uk

‘ITSM Goodness’

• Don't write an SLA like you are a frustrated lawyer, a novelist, or a tech junkie...

• SLAs need to show up gaps in capability and performance. Otherwise how can you improve?

• Don't fudge SLA targets into % of % of %. Keep goals real, not just easy targets.

• SLAs should be about positive value delivered by IT services, not just how IT responds to failure.

#ITSMGoodness

Agenda

What metrics do we currently produce?

SLM + Service Catalogue concepts

Delivering and Demonstrating Value

‘ITSM Goodness’

• No one is interested in what IT does - SLAs should refer business outcomes

• SLAs breathe business life and relevance into fairly dull IT operational processes

• If you can't measure it somehow, don't set up an SLA for it...

• If your SLAs are long documents, they don't represent real agreement - ie they're SLDs (service level disagreements)

#ITSMGoodness

What Metrics do we produce? First Time fix

First Contact Resolution

Response time

Turnaround Time

Abandon Rate

Average Time to Answer

Average Call duration

What Metrics do we produce? First Time fix

First Contact Resolution

Response time

Turnaround Time

Abandon Rate

Average Time to Answer

Average Call duration

System Availability

Server Availability

Application Availability

System response time

No. of incidents

No. of requests

No. of changes

SLA performance

o All the 9s…

o Volumes

o IT Processes

o ‘SLA’ performance

o IT Systems performance

What Metrics do we produce?

Too much information

IT Services – VFM?

System, not service, reporting

‘ITSM Goodness’

• SLM projects are not for the faint or tech-hearted...

• Don't expect too much if you ask a junior person to set up SLAs

• Turns out you can't actually set up SLAs without defining Services first. No really...

• "We tried doing SLAs before - no one was interested" (Surprised?)

#ITSMGoodness

SLM concepts

The SLA small print…

– ICT accepts no responsibility whatsoever at any time for anything it might or might not do..

– The person of the first party shall be ICT, pending approval from the ICT Steering committee. In respect of the second party this should be the user community as appropriate. 3rd parties are not allowed, unless these include free alcohol.

– SLA performance is not guaranteed, but is expected to reach 60% of 90% of the agreed target, except when the DBAs and Network team are on a bender.

– The Service Desk will accept calls from users if they really feel like it They also reserve the right to ask unreasonable questions about serial numbers, otherwise all contact is invalid.

– IT reserve the right to send meaningless automated emails to users at any time.

– Query response times are expected to be sub-second, unless there is excessive run-time load from QRG tables on the JTAG server in X/DOPP. XSPART nodes are enabled for elves, except under BS/0906688, including abusive calls to the monkfish database.

– IT will respond in a timely manner to high-priority business incidents, if they are asked very nicely indeed and also made to feel very special and important.

– System availability will be 100% when not required, patchy at key business times, which are not agreed or understood.

– All requests will be ignored until they are chased up by users or their angry PAs.

– Requests for PCs will be delivered within 6 months or at least before the requester leaves the organisation – or whichever is most convenient for the IT department.

– Users are responsible for care and maintenance of their own PCs – if not they will be subject to abuse and humiliation from young geeky guys with no socials skills and who don’t have any other sort of life and couldn’t get a girlfriend.

– This SLA document is binding and any breach of the aforementioned conditions will result in immediate dismissal and summary execution.

– This SLA will be filed for reference and stored in the private folder D://unused/garbage, marked ‘Do not read’. In the event of it being read it will become invalid.

– Issues or complaints should be escalated to the least responsible person available, and will be ignored.

CUSTOMERS

What IT services

are key to you?

Key people

Key systems

Key departments

Key times/targets

When do you need them?

How quickly do you need them

restored?

What support information do you

need?

What reviews do you need?

IT SERVICE PROVIDER

What IT services

do you provide?

Infrastructure

Networks

Applications

Service/Help Desk

Procurement

Projects

What are your resource levels?

3rd party contracts?

What levels of service can you

provide?

SLM PROJECT

Planning

Workshops

Negotiation

Facilitation

Documentation

Build Service Catalog

Set up reporting

Set up review mechanisms

Plan full

implementation

Ongoing support as needed

Elements:

User Request Catalogue

For the IT end-user

Self-service request fulfillment

Similar to online shopping experience

Business Service Catalogue View

For the business customer

In business terms

Specific non-IT information

Business SLAs

Technical Service Catalogue View

For the IT provider

Technical and supply-chain details

Component level service data

OLA and Underpinning Contracts

Service Catalogue Elements

Service Catalogue Elements

Service Catalog Hierarchy

‘ITSM Goodness’

• Don't write an SLA like you are a frustrated lawyer, a novelist, or a tech junkie...

• SLAs need to show up gaps in capability and performance. Otherwise how can you improve?

• Don't fudge SLA targets into % of % of %. Keep goals real, not just easy targets.

• SLAs should be about positive value delivered by IT services, not just how IT responds to failure.

#ITSMGoodness

Delivering and Demonstrating Value

Key Questions

• Do we deliver what our customers need via our

services?

• Can we demonstrate this?

• Would our customers agree?

Moments of truth

• A customer can log on to the website and buy CDs and DVDs

• Doctors and medical staff access records when needed

• Sales staff get information when they need it to help sell products to customers

• Till and EPOS systems area available to checkout staff.

• Logistics teams get the information they need to distribute goods to stores

• Online and communications systems are available to process financial

transactions between organisations

• Call centre systems are available and responsive to staff when customers call in

• Systems are available for access to mobile and broadcast communications

networks

• A system user can access their applications when they need to work

• Support is available, helpful and effective when needed

Overall metrics

Net Promoter

Score

Customer

Satisfaction

Sales

Service

Treasury

Service

HR Service

Service

Desk

Logistics

Budget

Overall

IT QOS

1. Feasibility

2. Workshops

3. Customer Liaison

4. IT Liaison

5. Service Design

6. Documentation

7. Implementation

Implementation – it is essential to get the right people with the right

skills and approach involved – much of this work is business

negotiation and liaison (albeit with technical understanding). It is

therefore not advisable to have junior or overly-technical people

involved apart from for reference on technical issues.

Strong governance and on-going maintenance is essential to ensure

that services remain current and relevant.

STRATEGY

DESIGN

IMPLEMENTATION

IT Liaison / Negotiation - liaise and negotiate with IT – keep the focus

on the business needs (diplomacy required..)

Service Design - what are the service and offerings, how do they

integrate with each other and other ITSM processes. What governance

processes are needed to maintain them?

Documentation – keep it simple and clear. Don’t let this be driven by

technical focus.

Feasibility - work out what benefits will be achievable at what cost – be

clear and realistic on expectations.

Workshops – these are essential to get people together and moving

forward quickly. Get everyone together and at the same level of

understanding.

Customer liaison / negotiation - talk to customers and users and get

their input in their own words.

YOU ? SERVICE CATALOG 7-Step ROUTE MAP

High-Level Services List SERVICE FUNCTION CUSTOMER USERS IT DELIVERY

Name of the service

What does this do? i.e.

provides mobile comms,

makes payments, receives orders, delivers training

The ultimate

business customer –

who pays for the service and agrees the SLA

Who are the users,

which

departments, how many users are there

This is how IT delivers

this service – support

teams, 3rd parties, owners, which part of

the infrastructure are required

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Term Definition Current use

Service Offering

Service Catalog

(SC)

SC User

Request Portal

SC Business

View

SC Technical

View

Service Entity

Service Portfolio

SLA

OLA

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Term Definition Current use

Service A bundle of activities (IT, people and process) combined to provide a

business outcome

Service Offering A specific task offered as part of a service ( e.g.

create/change/remove/retire)

Service Catalog

(SC)

A framework of services (+ offerings)provided as a multi-level set of

information, including:

Catalog of Services

SC User

Request Portal

Front end user-friendly interface for users to get information and

fulfillment of services and offerings (e.g. like Amazon)

Service Catalog

SC Business

View

Outputs intended for business customers/users. Identifying service

performance, supply and demand etc. (e.g. reports + scorecards)

SC Technical

View

Technical and organizational information to support the IS/IT

organization in delivering the services and offerings (e.g. technical +

process documentation)

Service Entity Features/values recorded as part of the service

(e.g. owner, customer, components, SLA)

Service Portfolio The lifecycle management of Services from pipeline through to

retiral. ‘Service Catalog’ is the live service status.

Service Offering (?)

SLA Written target for service performance and delivery agreed with

customer

OLA Internal SLA to define inter-departmental responsibilities required to

meet customer SLAs

Service Attributes • Description

• Business Area

• Customer

• Users

• SLA

• Service Type

• IT Delivery

• Criticality

• Customer Resp.

• Sourcing Model

• Contingency/DR

• Portfolio Status

• Service Owner

• Cost/Price

Reporting Considerations

Availability XX%

Incidents/Support XX%

Requests/Delivery XX%

Customer Satisfaction XX%

Net Promoter value XX%

Key Metrics /Measurable MOT XX%

Service Catalog Hierarchy

Service Catalog Hierarchy – Non-IT

Service Catalog Hierarchy – Non-IT

What are the challenges?

• Developing business/non-IT skills • Commercial negotiation • Marketing + communications • Moving to ‘supply chain’ management

• Overcoming resistance – from IT • Inertia and lack of momentum • Old IT/ITIL thinking ‘Walk the walk’ with our customers

Overall metrics

Net Promoter

Score

Customer

Satisfaction

Sales

Service

Treasury

Service

HR Service

Service

Desk

Logistics

Budget

Overall

IT QOS

Fast ITSM - Principles

• All IT activity must be clearly related to a customer / business outcome or demand

• It is IT’s responsibility to consult and communicate with its customers to identify Service needs

• IT must demonstrate its value in relation to delivery of these services

• IT must manage and communicate its performance to all stakeholders

Fast ITSM - Practicalities What can we achieve in 20 days?

• Get customer feedback and implement quick wins • Identify cost per service • Agree cost per service unit – e.g. incident • Build business metrics model • Reduce cost of service request handling • Reduce % incidents + problems • Increase first time fix by % • Reduce errors caused by failed changes • Define service framework • Design key services

‘ITSM Goodness’

• Good news! Your service reporting is a bundle of stuff you already report on, like availability, customer satisfaction, and support performance

• IT SLM documentation should be written in human English, otherwise it's self-serving, patronising tech BS...

• Don't be side-tracked from setting aspirational SLA targets because of 1 or 2 occasions where it will fail - that's the point!

#ITSMGoodness

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Thank you for listening… For more information: bjr@barclayrae.com @barclayrae #ITSMGoodness www.barclayrae.com www.itsmtv.co.uk