October 2008 HDI Motown Meeting by Brenda Iniguez from Frontrange Solutions.

1. Transforming from Help Desk to Service Desk
Keys to Lowering TCO
Brenda Iniguez
Americas ITSM Consulting Director
FrontRange Solutions

2. Agenda
What are today’s Business Drivers?
ITIL and the clout it gives to the Service Desk
Service Desk Transformation Concepts
What is a Service Desk?
Why a Service Desk?
Automation as an enabler
Service Desk TCO highlights
Service Desk / Service Management KPIs
Service Desk Transformation – Supplementary Reference Material

3. What is Driving IT Today?
Aligning IT with the business
Improved Efficiency of service delivery
Corporate Governance, IT Best Practices, SOX, COBIT
ITIL: what is it and how can it help me?
Sustained Revenue Growth for the business
Improved Corporate Information Systems
Improved Customer Loyalty
Based on survey of over 100 IT executives

4. Business Drivers: Cost Containment, Efficiency
and Customer Satisfaction
Average fully-burdened Types of Questions
cost per incident and Call Volume
Walk Up $29.30 “How to” 27-43%
Phone $27.60 Password Security 20-35%
Email $21.67 Outage 12-25%
Fax $18.90 Break/Fix 10-20%
Chat/IM $17.90 Service Request 5-22%
Self Service $13.50 IMAC 5-18%
Help Desk Institute, Gartner, Understanding Service and
Practices and Salary Survey Support Mix

5. Top Pressures Driving Need for
Increased IT Productivity
Customer demand for
more personalized 40%
products & services
Serving customer needs 25%
Growing competition 14%
Globalization to serve new
11%
customers and markets
Finding and retaining
7%
quality talent
Source: Aberdeen Group

6. Hottest Priorities

7. Organizations Maintaining Staff Headcounts

8. Outsourcing of IT Work Continuing

9. 1%
IT Management Process 12% LEVEL 4
Maturity Model Value
44% LEVEL 3 IT as a strategic
business partner
Service IT and business
40% LEVEL 2 IT as a service metric linkage
provider IT/business
Proactive Define services, collaboration
3% LEVEL 1 classes, pricing improves business
Analyze trends process
Understand costs
Set thresholds
Reactive Guarantee SLAs Real-time
infrastructure
LEVEL 0 Fight fires
Predict problems
Measure and report
Measure application service availability Business planning
Inventory availability
Chaotic Desktop software Integrate processes
Automate
Ad hoc distribution Capacity
Mature problem, management
Undocumented Initiate problem configuration,
management process change, asset and Manage IT as a Business
Unpredictable
Alert and event performance mgmt.
Multiple help desks processes
management
Minimal IT operations Service and Account Management
Measure component
User call notification availability (up/down)
Service Delivery Process Engineering
Operational Process Engineering
Tool Leverage

10. The Service Support Process Model – Pink Elephant
The Business, Customers & Users
Management
Tools
Difficulties Communication
Queries, Enquiries Updates
Incidents Incidents
Work-arounds
Incident
Incident Service Desk
Service Desk Changes
Service Reports Problem
Problem Releases
Incident statistics
Audit Reports
Problem Statistics Change
Change
Trend Analysis
Problem Reports
Problem Reviews Change Schedule
CAB Minutes Release
Release
Diagnostic Aids
Audit Reports Change Statistics
Change Reviews Release Schedule
Audit Reports Release Statistics Configuration
Configuration
Release Reviews
Secure Library CMDB Reports
Testing standards CMDB Statistics
Audit Reports Policy/Standards
Audit Reports
CMDB
Incidents CIs
Problems Relationships
Changes Releases
Known Errors

11. ITIL V3 Library
Service Service Design Service Service Operation Continual
Strategy Transition Service
Improvement
The 5 “CORE V3” BOOKS
The Official
Introduction To The
ITIL® Service Lifecycle
+ Complementary Guidance
11

12. The V3 Lifecycle
CORE

13. Lifecycle Processes
SERVICE STRATEGY SERVICE DESIGN
• Service Strategy • Service Catalog Management
• Service Portfolio • Service Level Management
Management • Supplier Management
• Financial Management • Capacity Management
• Demand Management • Availability Management
• IT Service Continuity
Management
• Information Security
Management
SERVICE TRANSITION
• Transition Planning and
Support
SERVICE OPERATION • Change Management
• Event Management • Service Asset & Configuration
• Incident Management Management
• Request Fulfillment • Release & Deployment
• Problem Management Management
• Access Management CONTINUAL SERVICE • Service Validation
IMPROVEMENT • Evaluation
• Seven Step Improvement • Knowledge Management
13

14. The Support Challenge
Meet the current, often tactical needs of IT
Accelerate the evolution of IT
Step up to new strategic initiatives
Create a model for future business success
Turn tactical Help Desk Processes into value-add Service Desk Offerings
Keys to Lowering the TCO
– Overcome the traditional silos of service and systems management in IT
– Unlock the value potential in IT by working more closely with the business to
deliver integrated and accelerated business process support

15. Perception is everything !
young girl …
or old woman ?

16. It’s all in the Perception

17. Service Desk Transformation Concepts

18. What is a Service Desk?
Single Point of Contact
– Provides advice, guidance, and is focused on restoring service in
the shortest possible time
– Routes non technical issues to appropriate organization
– Retains ownership of all requests, and is the eyes, ears, and
voice of Customer
Common Functions of a Service Desk
– Receives Calls, First Line Support
– Initial Assessment of All Reported Issues
– Monitor Escalation Procedures Relative to Agreed Upon SLAs
– Manages Request Life-cycle of Request from Report to Closure
– Communicates Status Updates to Customers
– Assists in Problem Identification

19. Help Desk vs. Service Desk
Help Desk Service Desk
– Reactive Incident – Proactive Incident and Problem
Management Management
– Only Address IT – Single Point of Contact SPOC
Technical Issues HR Service Requests
– Focus is on Resolving Facilities Requests
Issues (not finding the IT Procurement
root cause)
– Focus is on providing Service
– Key Performance Management
Indicators are:
– Customer Service is Key Metric
Call Times in addition to standard SDesk
First Call Resolution metrics
Times Spent on Issues

20. Why Service Desk?
Higher Customer Satisfaction
Costs are Reduced
Assists In Identification of Business Opportunities
Optimizes Investments toward Business Support Services
Becomes a Strategic Function in Lowering TCO for
supporting the IT Infrastructure
Key Piece in Managing Change Across the Business
Centralized Data

21. The Service Desk Workflow
Multiple Avenues to Requests Are
Request Service Routed to
Proper Teams
To a Single
Point of
Contact Service Desk Owns Communication with
Customer until Service Request is Fulfilled

22. Moving from Help Desk to Service Desk
Centralize Your Services
Implement more Proactive Processes (Problem Management)
Automate Processes
Make the Right Knowledge Available to the Right People
Formulate your Service Desk Service Catalog Offerings
Determine Target Resolution Times & SLAs
Focus on the Right Metrics; Service Desk KPIs

23. Metrics are your Friend
Look Closely !
Be aware of what you can’t SEE !
Read between the lines …
in PEOPLE & PROCESSES

24. Service Support KPI’s
Process Core Objective Example Core KPIs Category
Restore service degradations to # of Incident by category, priority and resolution type Quality
Incident expected level ASAP by LOB
# of Incidents restored within SLA Targets
Performance
Identify systemic Infrastructure # of problems identified & root cause determined with Quality
Problem Errors and eliminate them to solution or workaround.
minimize impact and improve
# of Repeat incidents by category trending downwards
Value
availability
Handle changes efficiently while # of changes by type / category / Group / Customer. Quality
Change minimizing impact to service (emergency changes trending down)
delivery
# of changes that have resulting incidents, or fail and
Value
have to be backed out
Identify / control / manage IT % of CMDB data population and accuracy vs actual, Quality
Config. resources within a Configuration according to scope
Management Database
% Growth or Change by CI type over an elapsed time
Value
period
Ensure production readiness, # of releases by type that satisfy release management Quality
Release quality and authorization of new or criteria when submitted to Change
modified CIs and their planned
# of releases that bypass the process
Compliance
deployment

25. Service Delivery KPI’s
Process Core Objective Example Core KPI Category
Define services % Score of customer satisfaction survey trends up Value
SLM over time
Agree on level, scope, quality,
performance i.e. Customer Satisfaction Survey
Monitor & Manage
Define and plan for service % of service availability within SLA negotiated Quality
Avail. availability to meet or exceed requirements.
stated business requirements
through process, technology and
people resource planning and
implementation
Current and future resources are % of components the breach tolerance thresholds in Quality
Capacity greater than or equal to demand, correspondence to planned capacity levels for
but excess is planned components and complete IT systems.
Recover IT systems to normal state % of systems that fail recovery test Quality
ITSCM in an alternate way after a disaster
Time to execute test of plan and recover IT services in
within an expected timeframe
a contingency state against expected targets.
Performance
Plan for and deliver IT Services % deviation of forecasted versus actual cost of IT Compliance
Finance within a forecasted budget against services within defined tolerance limits
actual cost
(% of Deviation $ of Deviation)

26. Transforming the Help Desk “Deadly Sins”
Help Desk Deadly Sins – Improvement Areas:
– Reduce Call Volume
– Decrease Learning Curve
– Decrease Customer Escalations
– Ensure Consistent Responses
– End-to-End Ownership of the Customer Incident to Resolution
– Shorten Resolution Times
– Reduce the Impact of Employee Turn-Over
Using Knowledge Management to address Deadly Sins and:
– Lower Costs
– Increase Customer Satisfaction
– Increase Efficiencies

27. Automation – a key transformation element
Automation is Key to transforming to a Service Desk
– Reactive to Proactive
– Enables Service Level Monitoring
– Automate Repetitive Tasks
– Automate Ticket Creation (Auto-ticket Creation)
– Automatic Routing for Consolidated Services
– Automate Escalation
– Ensures Quick Customer Response / Acknowledgement
– Ability to do More with Less = Lower Cost

28. Service Desk - Self-Service Offering: Tips
Consistent Look & Feel
Keep it Simple
Training Users when to Use Self Service
Leverage the Phone System
Knowledge Integration
Make it Easy for Customers to Use
Resulting in:
– Lower Cost per call ($13.50 Self Service vs. $27.60 – phone)
– Reduced the Load on the Service Desk
Allows the Service Desk to Focus on Providing Real Value
Reduced Stress on Team
– Increased Customer Satisfaction
– Increased Usage by Customers

29. ITIL and Escalation Process - Prioritizing Issues
Urgency + Impact = Priority
Impact
High Medium Low
High
1 2 3
Urgency
Medium
2 3 4
Low
3 4 5

30. … don’t forget the Perception Factor

31. TCO Costs Associated with a Service Desk Tool
Direct Costs
– Yearly Maintenance Fees
– Labor Fees
Indirect Costs
– Time it Takes To Upgrade
– Configuration Capability
– System Up-time

32. Controlling the Direct Costs
Yearly Maintenance
– Do you have too many licenses?
– Can you negotiate your maintenance contract?
– Are there tiered levels of Support?
– If so, are you subscribing to the best one for your organization
(not necessarily the most expensive)
Labor
– How Many Administrators Are Required to Support the System

33. Controlling the Indirect Costs
Upgrading
– What does is Take to Begin Utilizing New Features?
– What is the Reputation in the Market Place for Upgrading?
– Is it Rip & Replace?
– Are Configurations and Customizations Preserved?
– Is there a Need to Re-program Business Rules after Upgrade?
– Does the UI of a New Version Require New Training?

34. Controlling the Indirect Costs
Ease of Administration
– All Service Desk Implementations Will Have to Be ‘Tweaked’ to
Meet an Organizations Unique Needs
What does it Take to ‘Tweak’
Does it Require a Programmer?
How Long Does it Take?
If it can’t be done quickly, will it ever get done?
– Controlling Administrative Costs will not only lower total cost, but
will make the Service Desk More Adaptive to Changes

35. Controlling the Indirect Costs
Ongoing Administration
– Why do some Tools only require a Part-time Administrator, while
others require one or more Full-time Administrators?
– Was the Tool built with Ease of Administration in mind?
– Are there GUI’s / Wizards available to help configure?
– Are users enabled to automate the simple tasks (i.e.
Reassignment of a work order)?
– Is the System stable, and have a reputation for Stability?

36. TCO Conclusions
Direct Costs Are Easier to Measure,
But the Indirect Costs Can be Better Controlled
When choosing a new Tool, keep the TCO in mind when making a
decision
– Upgrade History
– Stability History
– Configurability / Customize Ability
Keeping the TCO in check is a value add by your Service Desk

37. Sneak Peak:
What’s New in Service Management?
What is a SAM anyway ?
It’s 4:30pm … Do You Know Where Your Assets Are?
Service Management Lifecycle

38. Software Asset Management
“Software Asset Management (SAM) is all of the infrastructure
and processes necessary for the effective management, control
and protection of the software assets within an organisation,
throughout all stages of their lifecycle.”
ITIL Best Practice guide Software Asset Management
SAM is NOT
– Just about licenses or compliance
– Just a tool or piece of software
– Just a simple process or policy “Every organization can realize
between 5% and 35% cost savings
– A silver bullet through the implementation of
– A quick fix focused software asset practices”

39. It’s 2:30pm … Do you know where your assets are?
How does your organization stack up in SAM?
Business Driver Question
How do you currently keep track of your software licenses?
If you were to be audited today, would you pass? How would you prove it?
How do you know if users are downloading or bringing in unauthorized software?
Software Asset How do you find it?
Management How do you track software usage? Would your company like to know if it’s buying
or renewing software packages that aren’t being used?
How much time do you spend managing your software licenses? Would one
solution that allows you to input your proof of entitlements and reconcile against the
deployed software in your environment be helpful?

40. Software Asset Management Drivers
Market Interest in SAM is growing rapidly
– Vendor led: Compliance
Microsoft, Adobe, Oracle, Symantec pouring resources into educating the market
87% of s/w vendors claim loss of revenue due to non-compliance*
– Vendors estimate 35% of software is illegally installed,
resulting in loss of $35 billion worldwide
Industry groups (BSA, FAST, SIIA) increasing publicity/rewards around piracy
Audits expected to affect 35% of all customers yearly
– Customer led: Improved controls/reduced costs
Real, tangible benefits for implementing SAM practices
– Reduction in costs, risk mitigation, more efficient IT
operations & planning
93% of our customers believe license compliance is a priority
– 44% overall believe it is a “High priority” (49% of UK customers)
* KPMG Software License Compliance Study

41. Transforming from Help Desk to Service Desk
IT as a Strategic Enabler to the Business
The new model for the Service Desk is here
The right tools and processes bring efficiencies and enable
your Service Desk Analysts to tangibly contribute towards
improving your business

42. Start Your Service Desk Transformation Today!
Brenda Iniguez
Brendai@frontrange.com
510-262-9925
www.frontrange.com

43. Service Desk Transformation Concepts
~ Supplementary Details ~

44. Help Desk to Service Desk Webinar Series
Transforming from Help Desk to Service Desk – Introduction
– 15 November 2007
Transforming from Help Desk to Service Desk – Beware of
the 7 Deadly Sins of the Help Desk
– 24 January 2008
Transforming from Help Desk to Service Desk – Essential
Process Automation Capabilities
– 21 February 2008
Transforming from Help Desk to Service Desk – Getting Self-
Service Right with Six Simple Steps
– 17 April 2008
Transforming from Help Desk to Service Desk – Three Keys
to Lowering Your Total Cost of Ownership
– 22 May 2008

45. Reactive vs. Proactive
Fighting Fires Analyze Trends
Focused on one incident at a Identify Potential Areas for
time Improvement
Inefficient Recognizing and Solving
issues before they happen
No Knowledge Capturing
Document Workarounds for
Solving the Same Issues known problems
again and again
Centralized Database assists
Numerous Systems in Problem Identification
Capturing Incident Data

46. Why Automation?
Get the most out of your investment
– Most Users are only using 60% of the Functionality of Current
Tool
Make Your Tool Work For You
– Let your staff focus on the important things
– Ensure Items Don’t Fall Through the Cracks
– Enforce Your Processes
Efficiencies, Efficiencies, Efficiencies
– Repetitive, Repetitive, Repetitive
– Do More With Less
Can Automation Be Done Without A Programmer?
– How Fast, and How Easy Can the Tool Change if Your Process
Changes?

47. Begin By Automating Escalation Process
1. Develop a Prioritization System
2. Set Target Times to Priorities
3. Develop Service Catalogue
4. Negotiate Service Level Agreements with Users
Focus on Incident and Problem Management

48. Centralized SPOC Service Desk Service - Benefits
Higher Customer Satisfaction
– One Number to Know
– Better Communication
Better Accountability
– Customer has one place to go to for an update
– Service Desk Pushes Other Internal Organizations to Deliver
– IT Organization Focuses on Business

49. A New IT Model for Proactive Service Management
Leverage Voice Communication Mgmt for improved service
Unlock the Value of Remote Control
Proactive Application Repair and Installation
IT Workplace Provisioning
Integrated Change Management for Compliance and Audit

50. Determine Target Resolution Times
Determine Target Resolution Times Based on the Priority of the
Service Request
– Begins to Set Expectation with Customer
– Sets Goals for Service Desk to Resolve
– Places Rules in Place for When Issue is Escalated to Escalation Teams
– Provides Indicators for Reporting
– Assists with Developing Services and Service Level Agreement
– Helps in Problem Identification / Training Opportunities

51. Develop Service Catalogue Offerings
Service Catalogue
– Defines the Services available to the customer from the IT
Organization
What is a Service and How Do I Define Services?
– Depends on the Organization
– Ask Your Customers What They Perceive as the Services You Provide
– Possible to Define Services by:
Business Process (What Customers Perceive)
-Or-
Infrastructure Services
Network Services Usually Invisible to Customer but
Application Services Essential to Deliver Services to
Customer

52. Negotiate SLAs
Important Points when Developing SLAs
– Ensure Operational Level Agreements and Underpinning
Contracts are Taken into Account
– Don’t Dictate What The Service Levels are Going to Be
– Talk to Your Users, Talk to Your Users, Talk to Your Users
Be Prepared
Consider all Feedback
Seek Agreement (Service Level AGREEMENTS)
– Start with a Pilot (Be Careful to Not Pilot a Problem Area)
– Document Review Dates

53. Escalations
Combination of Incident, Problem, Change, and SLM Process provides
Framework for Escalation Process
Major Outages, by Nature of the Problem Management Process,
are Escalated Faster
Escalation Times are Built into SLAs

54. Measuring the Right KPIs
Moving to A Service Desk Changes the Key Performance
Indicators being Monitored
Help Desk Metrics Do Not Become Irrelevant
– Hold Times (Contributes to Customer Satisfaction)
– Number of Calls Received (Used for Trend Analysis, and
Problem Identificaiton)
– Call Duration (Identifies Knowledge Deficiencies)
Metric Focus is On the Customer
– Customer Satisfaction is KEY
– Meeting Service Level Targets

55. Growing Call Volumes – a concern
Why are Growing Call Volumes A Concern?
– Average Cost per Incident for Phone Support is costly -
Estimated at approximately $25.
– The Service Desk is First Place Hit with Budget Cuts
– Rapid Increases in Call Volumes Stretch already Thin
Resources, Impacting Customer Satisfaction

56. Automating Repetitive Tasks
The Tool Should Allow for Automation of a Series of Steps in
a Repetitive Task
– Reassigning a Task
– Quick Incidents (Password Resets)
– Standardized Processes
Simplicity
– Provide Functionality to Easily Create Automation
– Incorporate Into Workflow to Make Tool Easier to Use
– Enable Technicians to Automate Tasks

57. Auto Ticket Generation
The Ability to Update or Create Service Requests by
Monitoring Email or Using Text Files
– Makes the System More Effective
– Automates Email Monitoring
Provides Another Path for Integrations
Key Part of Automating Processes
Ensures Your Call Records Are Up To Date With Customer
Communication