Improving IT services by implementing best practices. Strategic approval with clear RACI. Details plan covering entire process to improve the efficiency of IT team.

1. IT SERVICE MANAGEMENT : IMPROVEMENT
PLAN
BY
UDAY MISHRA ,
GLOBAL IT SERVICE OPERATION MANAGER

2. AGENDA
• IT SERVICE OVERVIEW
• IMPROVEMENT CYCLE
• AREA OF STUDY TO IMPROVE
• REVIEW PROCESS
• DETAILS OF ACTIVITIES
• PLAN FOR REVIEW AND UPDATE THE PROCESS
• TIMELINES FOR DELIVERY
• WHAT NEXT

3. IT SERVICE OVERVIEW

4. IMPLEMENTATION / IMPROVEMENT CYCLE
The Vision
Where are we
now
Where we want
to be
How do we get
there
How can we
say we got
there
How do we
keep going
Business
Objective
Assessment ,
Benchmarks
Measurable
Targets
Process
improvement
Measurement and
Metrics

5. DETAILS ON IMPLEMENTATION / IMPROVE CYCLE
CONT’D…
What is the vision?
The starting point for all of these activities is the
culture and environment of the IT Service Team. The
people and the culture have to be appropriate and
acceptable to improvement and change. Therefore,
before attempting anything else, the culture within
the service team needs to be reviewed to ensure
that it will accept and facilitate the implementation of
the required changes and improvements
Where are we now?
Once the vision and high-level objectives have been
defined, then we needs to review the current situation,
in terms of what processes are in place and the maturity
of the organization
Where do we want to be?
Based on the current state assessment, and the vision
and high-level objectives, a future desired state can
be defined. This will be achieved through SOP , RACI
and detailed structured process implementation.
How do we get there?
A set of improvements should then be identified to move
forward from the current state to the agreed future state.
A plan to implement these improvements should then be
developed, incorporating Service Transition and Service
Operation
How can we tell when we have got there?
A defined set of metrics needs to be utilized in order
to ensure that the desired future state is achieved.
How do we keep going?
Having improved, we now need to consolidate and move
on. The organization and the culture must recognize that
we can always get better, and therefore must establish an
environment of continual improvement. So, once we have
achieved the new desired state, we must review the vision
and objectives, identify more improvement actions and
repeat the six-stage process again

6. REVIEW AREAS : EXISTING VS PLAN
Process and SOP
Creation
Service
Measurement
Operations
Review service operation processes
and put in place best practice’s, where
needed
Review factors
affecting quality of
service. Draft
processes and set
review metrics for
continuous
improvement
Identify the
measures for
handling of tickets
logged. Regularize
these measures as
processes.

7. IMPROVEMENT PLAN : FOCUS AREA
(HOLISTIC VIEW)
Procurement and
Distribution of
Laptop’s
IT Service’s
Setting up Global Help
Desk
Service
measurement SLA
Metrics
Inventory
Management

8. IMPROVEMENT PLAN : PHASED APPROACH
IT Tool Configuration,
Service Desk Setup,
Creation of SOP and SSI,
Roles and responsibility
Service Measurement
Setup, Process integrating
with other departments
Inventory Management,
Laptop Procurement and
deployment process

9. REVIEW AREAS : IN DETAILS
Operations
New Resource Training
Documents
RACI Metrics and Emergency
Process
Service Desk Shifts and
Timings
Communication /
Collaboration
Shift Handover Process
Role Clarity for each IT
Operations members
Knowledge Transfer
Review Mechanism
Service
Measurement
Call classification process
(Categorization)
Incident / Major Incident
Management
RCA Process and
documentation
SLA Measurement
Issue/Knowledge Database
Reporting structure and
frequency
Succession Planning
Communication Skills
Service Process
Trend Analysis as a Process
Repetitive Calls / Know How
calls
Scheduled Maintenance
(Laptop / Servers / Upgrade)
Problem Management
FAQs for end user’s/ Self Help
Apporach
Interdependency with other
Department
Proactive approach

10. ESSENTIAL ROLES TO BE CREATED
Process Owner
Service Design
manager
IT Designer /
Architect
Service Catalogue
manager
Availability
Manager
Security Manager
Capacity Manager
IT Planner
Service Level
Manager
CSI Manager
Supplier Manager

11. ROLES TO BE CREATED : CONT’D…
Process owner
A process owner is responsible for ensuring that their
process is being performed according to the agreed and
documented process and is meeting the aims of the
process definition
Service Design Manager
The key role and responsibilities of the Service Design
Manager are covered throughout this publication and they
are responsible for the overall coordination and
deployment of quality solution designs for services and
processes. Responsibilities of the role over and above
those of line management of all people involved in Service
Design
IT Planner
An IT Planner is responsible for the production and
coordination of IT plans
IT Designer/Architect
An IT Designer/Architect is responsible for the overall
coordination and design of the required technology
Service Catalogue Manager
The Service Catalogue Manager has responsibility for
producing and maintaining the Service Catalogue
Service Level Manager
The Service Level Manager has responsibility for ensuring that
the aims of Service Level Management are met
Availability Manager
An Availability Manager has responsibility for ensuring that
the aims of Availability Management are met
IT Service Continuity Manager
The IT Service Continuity Manager is responsible for
ensuring that the aims of IT Service Continuity
Management are met
Capacity Manager
A Capacity Manager has responsibility for ensuring that the
aims of Capacity Management are met
Security Manager
The Security Manager is responsible for ensuring that the aims
of Information Security Management are met
Supplier Manager
The Supplier Manager has responsibility for ensuring that the
aims of Supplier Management are met
To be finalized with Nishikant

12. SERVICE DESK PROCESS
Service Desk
Resolve
Request for
closure
SOP
Service Desk
Manager
Pillar Leads
Mentor
Manager
Operations
Event
Query
Request for
change
Service
Request
KMDB
No
Yes
Problem
Management
Change
Management
Approval
Process
Support Team

13. SERVICE OPERATIONS
STEADY STATE

14. ON BOARDING : NEW RESOURCE
Triggers
Concern
Documents are not
properly placed /
structured for New
joinee in IT Team
Action Plan
Study the current on
boarding process and
update RACI as per
competency
Discuss with senior
team members and
identify on boarding
requirements
Identify the gaps (if any)
in the current process
Modify the templates
and draft a new on
boarding process (if
needed)
Results
Better productivity of
New Joiners
Lesser dependency with
senior members, thus
freeing up some of
Leads’ bandwidth
required for managing
new comers
Metrics
Productivity trend
report of new joiners
Output
On Boarding Checklist
Updated On Boarding Documents
Ideal RACI metrics

15. INTERNAL COMMUNICATION /
COLLABORATION
Triggers
Issues with inter
departmental
dependency
Absence/Delays in
reporting by other
departments / running
projects
Absence of lead and
lag times
Actions
Study the current
communication scenarios
and methods at ABB
• Frequency & agenda of
Internal Meetings
• Frequency & agenda of
Customer meetings
• Communication through
ticket life-cycle
• Other co-ordination
scenarios
Identify pitfalls
Develop and implement
methods for plugging these
pitfalls
Results
Reduction in time
spent on co-ordination
Better governance
within each team
Metrics
Increase in productivity
– Avg. no. of calls
closed per day
Output
Document detailing current gaps
and internally agreed solutions

16. ROLE CLARITY FOR LEADS : RACI
Triggers
No clarity on
bandwidth of TLs
TLs seem to lack
ownership? Need to
identify their
constraints
Actions
Talk to all TLs to
understand the
responsibilities & the
work TLs currently
do
Talk to IT Director to
understand the
responsibilities & the
work TLs currently
do
Study the reporting
tasks TLs do
Identify the changes
required and draft
clear responsibilities
Results
TLs to be more
accountable
Better co-ordination
within teams
Metrics
Increase in
productivity – Avg.
no. of calls closed
per day
Output
Service Desk TL Roles &
Responsibilities document
Calendar with Reporting requirements
from TLs

17. REVIEW MECHANISM
Triggers
Delay in resolution
of Service Request
Avoid post-mortem
after escalations
Actions
Talk to Nishikant and
TLs to understand
the current call
review process /
metrics and
frequency
Dig into historic
escalated calls to
understand gaps
Establish process for
continuous review
and improvement
AIM: Every call to get
escalated internally
before causing SLA
breach
Results
Reduction in number
of SLA Breach /
escalations
Metrics
Escalation Metrics
Output
Document on Review points and metrics
Documented process for periodic review

18. SERVICE MEASUREMENT
KPI DEFINITION

19. REQUEST CLASSIFICATION
Triggers
Concerns
Correct Classification
is not happening and
calls are getting
closed with
inappropriate
priority
Actions
Discussion with Team
to understand the
current process of
call allocation &
classification
Detailed ITSM
structure to be
created. This will
have all the details of
service management.
Draft the changes
required (if any) in
the process, Post
discussion with ITSM
global manager
Results
Reduction in SLA
breaches
Reduction in time
spent on moving the
call across levels
Finding the cause of
delay to put the
points for CSI.
Metrics
No. of SLA breaches
Daily summary of
open tickets at each
stage
Output
Clear guidelines for call classification
Documented process for classification of
calls.
Service Metrics

20. ISSUE/KNOWLEDGE DATABASE
Triggers
Service Desk
consultants need
inputs for regular
issues handled
Issue and Escalation
Register to be
maintained
Existing Reports to
be looked
Actions
At present the KMDB
status.
Discussion is required
with Senior team to
understand where
Service desk require
their help
Identify tasks that can
be documented to
reduce dependencies
Setup a process for
regular documentation
Results
Increase in
efficiency Service
Desk consultants
Reduction in ‘In-processing’
time.
Hence reduction in
calls in processing
Metrics
In-Processing calls
Delay reasons at
each steps
Output
Documentation of custom processes
Process for Documentation of key Day-to-
Day issues

21. SERVICE REPORTING
Triggers
Review of current
reports being
Populated.
Actions
Talk to Stakeholders
and understand the
current service
reporting structure
Review the structure
and content
Set right the reporting
expectations
Identify changes
needed (if any) to
better portray the
delivered services
Make necessary
changes to regular
reporting process
Results
Clear and better
Reports as per
finalized frequency
Service reports to
be aligned as per
expectations
Metrics
Customer feedback
on service reporting
Output
New/Amended templates for service
reporting

22. SUCCESSION PLANNING
Triggers
Need to free pillars
and Mentors
bandwidth so they
can concentrate on
other new activites
Actions
Talk to Stakeholders
to identify potential
lead candidates from
each team
Identify the tasks of
TL that can be
delegated to this
potential lead
Arrange for the
required KT from
lead to successor
Draft it as a process
Results
Senior Members
have bandwidth to
concentrate on
quality of services
Increased sense of
ownership by
potential lead
Metrics
To be discussed
with IT Senior
Management
Output
Identification of potential TLs
Document Roles & Responsibilities of
potential TLs

23. USER’S INTERACTION
Triggers
Communication with
user’s in effective
way
Actions
Analyze in detail
concerns while
resolving issues
Identify common
communication
errors (if any)
Identify areas where
templates can be
created for
communication
Co-ordinate with HR
& Practice to
arrange for trainings
(if needed)
Results
Reduction in
communication
related concerns
raised by users
Increased Customer
satisfaction
Metrics
Results of Customer
satisfaction survey
Output
IT service metrics on generally made
communication errors and fixes
Sessions to Sensitize consultants

24. CALL REDUCTION
PROCESS AND PROCEDURES

25. TREND ANALYSIS AS A PROCESS
Triggers
Happens as and
when needed. Needs
to be regularized to
spot and fix
anomalies
Actions
Identify metrics for
trend analysis
Identify reports to
be regularized
Identify people
involved
Draft a process and
set metrics for
measurement
Setting of self service
portal as much as
possible.
Results
Daily/Weekly check
for anomalies
Metrics
To be discussed
with Senior
Management
Output
Document (with calendar) listing data
required from each Team for trend
analysis
Process document detailing each
stakeholder’s role in trend analysis

26. IDENTICAL ISSUE FIX
Triggers
Initiative to reduce
the volume of calls
Actions
Sit with Pillar heads
to analyze historic
data & identify
repetitive calls
Identify possible root
causes and ways of
plugging them
Follow-up with all
stake holders to get
the fixes
implemented
Create templates for
resolution on
repetitive calls
Results
Reduction in number
of calls created
Reduction in no. of
passes
Metrics
Avg. no. of daily calls
created/Closed
Output
Checklists for information to be
requested from users for repetitive calls
Documented solutions to repetitive calls

27. QUICK SOLUTION WITHOUT
ITERATIONS
Triggers
Number of calls in
Needed input /
Solution Provided
calls
Actions
Analyze the calls to
find reasons for calls
open.
Identify calls with
similar reasons
Identify if certain
information is
usually missed from
the ticket which
requires call to be
put to CA
Draft a plan to plug
the identified loop-holes
Results
Quicker resolution of
certain tickets
Increased customer
satisfaction
Metrics
Reduction in no. of
passes
Output
Checklists for requesting information
from end-users
Process for regular review of
avg/min/max no. of passes

28. INTER-DEPARTMENTAL DEPENDENCY
Triggers
Delay in logging of
ticket for request by
other department
Non-adherence to
existing process if
any
Actions
Study the current
Internal ticket
management
process
Talk to Dept head
and identify reasons
for non-adherence
Study if changes are
needed to current
process
Draft a review
process
Results
Better collaboration
with-in various
departments
Reduction in
escalation for
departmental issues
Metrics
Escalations by
delivery / project /
department
Output
Document on changes to current
process (if any)
Documentation of review process

29. APPROACH FOR EACH PROCESS
Start Process
study
Study Available
documentation
Discuss with existing
team
Discuss with Senior
team
Need More
Clarity?
Document changes needed in the
process, along with reasons and
impact
Select a
process from
the list of
identifies areas
of
improvement
Track Metrics
Sensitize stakeholders
Create Final Documents
- Process & Review
Mechanism
Change
Ok?
Review the change with
Senior Team
Stop
Results
Ok?
YES
YES
YES
NO
NO
NO
Color Legend
Plan
DO / ACT
Check

30. WHAT NEXT : CONTINUOUS REVIEW

31. Thank You
Uday Mishra