Call Centre, Help & Service Desk Management An Overview of Current Best Practices for Managing...
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Call Centre, Help & Service Desk Management
Call Centre, Help & Service Desk Management
An Overview of Current Best Practices for Managing Customer
Satisfaction
IntroductionIntroduction
Introductions
Agenda
IntroductionsIntroductions
Your presenter
The Art of Service
You
Your role(s)
Your expectations
Course MapCourse Map
1. Positioning
2. Organisational aspects
4. Technology
3. Process 5. People
6. Improving the Service Desk
Course Agenda (1)Course Agenda (1)
Module 1. Positioning of Service DeskIT Service Management role in organisations
Getting the budget you need
ITIL as a best practice framework
Incident Management & other processes
Module 2. Organisational AspectsHow a Call Centre or Service Desk adds value to the organisation
Choosing a structure
Resources, hiring
Reporting
Course Agenda (2)Course Agenda (2)
Module 3. A process approachDescribing the Incident Management process
Process implementation
Procedures & work instructions
Maturity levels
Module 4. TechnologyService Desk support tools
Tool selection
Call Centre / Internet integration
Course Agenda (3)Course Agenda (3)
Module 5. PeopleSkill levels
Skill sets (performance measurement)
Career development
Knowledge management
Leadership
Module 6. Improving the Service DeskContinuous improvement
Improvement approach
Course ApproachCourse Approach
PresentationsSlides handouts in your binders
DiscussionsExchange experiences
ExercisesGoing through the process of reaching a solution
Hand outsReference materials for back in the office:
Syllabus Case studies (source: Internet) White Papers (source: Internet)
Questions?Questions?
Module 1. PositioningModule 1. Positioning
How the Call Centre or Service Desk fits in with other management concepts
IT Management vs DevelopmentIT Management vs Development
Development:Creating new functionality
Usually involves new technology
High profile in schools, books, conferences etc
Various methodologies & frameworks
Visible to business
‘Sexy’
Management:Managing existing functionality
Usually involves current technology
Relatively low profile
Limited frameworks
Less visible to business (unless things go wrong)
Not very ‘sexy’
IT Service Management (ITSM) FocusIT Service Management (ITSM) Focus
OrganisationOrganisation
ProcessProcess
PeoplePeople
TechnologyTechnology
ITSM: Adding ValueITSM: Adding Value
organisational objectives
business processes
IT services
ITSM
improve time to market
procurement, logistics
“logistics support”
processes, resources
for example:
IT Service Management BenefitsIT Service Management Benefits
Increased added value to the business
Increased customer satisfaction
Clearer metrics on effectiveness & efficiency
Higher interaction between various IT (support) groups
Increased quality of communication
More sustainable balance between reactive and proactive work
Consistency & efficiency in activities
Clearer responsibilities
Processes & the OrganisationProcesses & the Organisation
CIO
Operations DevelopmentCustomer
Relationship
Service Desk
Desktop Support
Network Support
Server Support
Fin. Apps
HR Apps
Log Apps
Account Mgt.
Vendor Mgt.
Bus. Analysts
ITIL ITIL
Background:IT Infrastructure Library => collection of books
Developed by CCTA now called OGC (Office of Government Commerce) in the late 80s
Set of best practice processes for IT Service Management
Proven framework
Training numbers reflect industry adoption (see next slide)
ITIL ModelITIL Model
Service Support
Service Delivery
Security Management
Security Management
The Business
Perspective
ICT Infra-structure
Mgt.
Planning to Implement Service Management
Applications Management
Source: ITSMf
Th
e B
usin
ess
Th
e B
usin
ess
Th
e T
ech
nolo
gy
Th
e T
ech
nolo
gy
ITIL: Service Delivery ProcessesITIL: Service Delivery Processes
Service Level Management
Financial Management
Capacity Management
Availability Management
IT Service Continuity
Management
providing services
man
ag
ing
risk
man
ag
ing
$
defining services
ITIL: Service Support ProcessesITIL: Service Support Processes
Incident Management
Release Management
Change Management
service control
Service Desk
Problem Management
service continuity
service flexibility
Configuration Management
Key RelationshipsKey Relationships
Service Desk
Problem Management
Service Level Management
Incident Management
Change Management
Definitions / TerminologyDefinitions / Terminology
Call Centre
Help Desk
Service DeskUnskilled
Skilled
Expert
Single Point of ContactSingle Point of Contact
Call Center
Unskilled SD
Expert SD
Skilled SD
Skill level
Costs
First line resolution
100%
0 %
Questions?Questions?
Module 2. Organisational IssuesModule 2. Organisational Issues
Adding Value to the Organisation
The Service Desk RoleThe Service Desk Role
Customer&
End User
Service Desk
call
solution
Support group
support
1st line 2nd line 3rd line
Support group
Support group
Support group
Support group
organisation
The outsourced service deskThe outsourced service desk
Customer&
End User
Service Desk
call
solution
Support group
1st line 2nd line 3rd line
Support group
Support group
Support group
organisation support
Service Desk in multi-regional organisationService Desk in multi-regional organisation
Service Desk /
Call Centre /
Help Desk
Support Team 1
Service Support Tool to register calls and follow up actions
SDSD
SDSD
First Line SupportFirst Line Support
Bu
sin
ess
Un
its in
org
an
isa
tion
Support Team 2
Support Team 3
Service Desk TasksService Desk Tasks
Contact with / supporting the usersprocessing of incidents
processing of service requests
processing of (standard) requests for change
Management taskscontrolling maintenance suppliers
backups, restores, user accounts, …
Any others?
Service Desk BenefitsService Desk Benefits
To: the business
(individual) users
IT staff
IT management
Aligning GoalsAligning Goals
Vision / mission statement
Strategy / business plan
Goals / objectives
Key Performance Indicators
Reporting (1)Reporting (1)
Efficiency:Productivity:
# staff per period
Value add:
First line resolution
Knowledge mgt:
# knowledge base hits
etc…
Effectiveness:Timeliness:
Resolution time
Accuracy:
% correct resolution
Quality:
% solved within SLA
etc…
Reporting (2)Reporting (2)
Questions:What?
Who?
Where?
When?
Why??
Service Desk
User Group User Group User Group
Support Group
Support Group
Support Group
Organisation: Centralised Service DeskOrganisation: Centralised Service Desk
Service Desk
User Group User Group User Group
Support Group
Support Group
Support Group
Organisation: Local Service DeskOrganisation: Local Service Desk
Service Desk Service Desk
Organisation: Distributed Service DeskOrganisation: Distributed Service Desk
User Group User Group User Group
Support Group
Support Group
Support Group
Service DeskService Desk Service Desk
Organisation: Split Function Service DeskOrganisation: Split Function Service Desk
User Group User Group User Group
Support Group
Support Group
Support Group
Service Desk Service Desk
User Group User Group User Group
Support Group
Support Group
Support Group
Service Desk
SD Analyst
SD Analyst
SD Analyst
SD Analyst
SD Analyst
SD Analyst
Organisation: Virtual Service DeskOrganisation: Virtual Service Desk
ResourcesResources
Number of SD staff will depend on:Size of organisation (number of users)
Type of organisation
Complexity of IT infrastructure
Reliability of infrastructure
Diversity of systems (degree of standard / non standard systems)
Geographical locations
Service Level Agreements
Budget
Module 3. Process ApproachModule 3. Process Approach
Gaining insight into the Incident Management process
ObjectiveObjective
Restores normal service operation as quickly as possible with minimum disruption to the business, thus ensuring that the agreed levels of availability and service are maintained
In your own words?
Process ModelProcess Model
Investigation
Classification
Incident Recording
Resolution
Mon
itorin
g
Closure
= Service Desk responsibility
Incident RecordingIncident Recording
Which incidents?
Incident sources? (where from?)
What information?
How much detail?
Who’s responsibility
Investigation
Classification
Recording
Resolution
Mon
itorin
g
Closure
ClassificationClassification
Priority, based on:Impact &
Urgency
Type of incident:Eg mainframe, desktop, application
Need clear guidelines for quick entry:Simple
Unambiguous
Effective
Investigation
Classification
Recording
Resolution
Mon
itorin
g
Closure
InvestigationInvestigation
Can take place anywhere in support area
If necessary, escalate!
Dependant on CMDB Investigation
Classification
Recording
Resolution
Mon
itorin
g
Closure
ResolutionResolution
Not interested in underlying cause
Focus on removing symptoms
Solved when original functionality retained (eg. user can print again) Investigation
Classification
Recording
Resolution
Mon
itorin
g
Closure
ClosureClosure
Only after consulting with user
Only done by Service Desk
Investigation
Classification
Recording
Resolution
Mon
itorin
g
Closure
MonitoringMonitoring
Service Desk accountable for ALL incidents, regardless of who’s dealing with them
Service Desk should have authority to (re)allocate resources in other areas
Hierarchical escalation to inform management
Focus on SLAs
Support tool helps keep track of multiple incidents
Investigation
Classification
Recording
Resolution
Mon
itorin
g
Closure
Process, Procedure & Work FlowProcess, Procedure & Work Flow
Process
Procedures
Work instructions
Why & how?
What, who, when & where?
How (exactly)?
Process FormatProcess Format
Process Step
Decision
Process Flow
Trigger
Result
Swim lane
Record call
Solved?
phone
solved
Help Desk Operations
ARCI ModelARCI Model
Group A Group B Group C Group D
Step 1 AR R R C
Step 2 AR C C I
Step 3 R A
Step 4 AR I
Index:
A: Accountable (owns it)
R: Responsible (does it)
C: Consulted (provides info)
I: Informed (receives info)
Process MaturityProcess Maturity
Maturity
Added Value
High
Low
Low High
“Infrastructure Manager”
“Business Enabler”
“Service Manager”
“Over-kill”
“Under-value”
Questions?Questions?
Module 4. Technology IssuesModule 4. Technology Issues
Finding the right tool
Service Desk Support ToolsService Desk Support Tools
Service Desk / Help Desk tools
Telephony tools
Service Management tools (Configuration, Problem, Change Management)
Network monitoring tools (availability, capacity)
Network Management tools (remote support, user account management)
Release Management tools
Knowledge Management tools
Service Desk Support Tools Service Desk Support Tools
Websites to check out:www.tools2manage-it.com
White Papers on: www.bitpipe.comLoyalty + Efficiency = Profit: Case Studies in Contact Center Success Webcast http://www.aspect.com/go/ccsucesswebcast
www.cio.com
Search on Google: Call Centre, Helpdesk tool, Support tool
www.callcentres.com.au
Tool Selection (1)Tool Selection (1)
Tool requirements:Determine need / nice to haves
Which fields to support process?
User friendliness
Speed
Knowledge base: search on historical info?
Security: read / write access
Modules
Reporting functionality
Tool Selection (2)Tool Selection (2)
Vendor requirements:Reputation / history
Support focus
Training & consulting?
Future plans (new modules?)
ITIL awareness?
References (visit them!)
Partnership?
CostsCosts
Tool costs:Back endFront end: licenses
Equipment costs:Server / disk spaceNetwork capacityDesktop requirements?
Training:Support staffTool maintenance staff
Consulting:Tool configuration(Future) changes: adaptability?
Selection ProcessSelection Process
Set up a project structure
Project manager & team
Scope
Deadlines / time frame (project plan)
Selection criteria
Request for tender (optional)
Short list vendors
Presentations / demo’s
Final cost benefit analysis
Selection
Questions?Questions?
Module 5. PeopleModule 5. People
Getting the most out of your people
Skill LevelsSkill Levels
Call Center
Unskilled SD
Expert SD
Skilled SD
Skill level
Costs
First line resolution
100%
0 %
Skill SetsSkill Sets
technical skills
business understanding
communication skills
Skills MatrixSkills Matrix
Manager Team leaderSenior Analyst
Analyst
Skill A 1 1 1 2
Skill B - 1 2 3
Skill C - 1 - -
Skill D 3 3 2 2
Index:
1. V. important
2. Important
3. Appreciated
- NA
Career DevelopmentCareer Development
Career Development Plan:Current situation
Goals / ambitions
Career Strategy
Necessary skills
Required experience
Training requirements
Action plan
Sign off & revision date
Knowledge ManagementKnowledge Management
How do we know what we know?Documentation (incl guidelines)
Ownership
Stimulate interaction
Job rotation
Knowledge base (see ‘tools’)
Presentations
Training
‘Business visits’
Social events
LeadershipLeadership
Manager: Do things right
Focus on efficiency
Leader:Do the right things
Focus on effectiveness
Clear direction
Communication
Managing by example! Walk the talk
Questions?Questions?
Module 6. Improving the SD FunctionModule 6. Improving the SD Function
How to (continuously) improve the Service Desk
Continuous ImprovementContinuous Improvement
Plan Do
Act Check
Source: Deming
Improvement
Quality Assurance
Implementation ApproachImplementation Approach
A. Understanding current situation
B. Determining desired situation
C. Transformation:
1 Planning
2 Implementation
3 Review
1
2
3
Cultural changeCultural change
P D
A C
Sense of Urgency
Interdependence
Organisational Change
Resistance
Cultural Change
Guiding Coalition
Power and Authority
Instrumental
Social / Emotional
Negotiation
Communicating the
Vision
Reason for Change Issues to Address Embedding the Change
TIMETIME
Plan-Do-Check-ActOngoing measurement of:
-Benefits Realisation
- ROI
Copyright: The Art of Service
Questions?Questions?
Questions?Questions?
The Art of Servicetel. 1300 13 44 99
Sydney, Melbourne,
Canberra, Brisbane