Info-Tech Research Group1 1 Info-Tech Research Group, Inc. is a global leader in providing IT research and advice. Info-Tech’s products and services combine actionable insight and relevant advice with ready-to-use tools and templates that cover the full spectrum of IT concerns. © Info-Tech Research Group Inc. Extend the Service Desk to the Enterprise Improve service delivery across the organization. Info-Tech's products and services combine actionable insight and relevant advice with ready-to-use tools and templates that cover the full spectrum of IT concerns.© Info-Tech Research Group

Info-Tech Research Group2 2 This Research is Designed For:This Research Will Help You:This Research Is Designed For:This Research Will Help You: Our understanding of the problem CIOs who need to communicate the benefits of enterprise service management. CIOs and service managers who need to assess the feasibility of extending the service desk to other business functions. Service managers and IT managers who need to guide business leaders through the project. Communicate the benefits of enterprise service management. Assess the feasibility of extending the service desk to a new business function. Design, build, and implement service management processes in the target function. Draft an action plan template for future extensions of the service desk.

Info-Tech Research Group3 3 Situation Info-Tech Insight Executive summary IT sets the standard for quality service management. Non-IT functions are examining ITSM practices with an eye to replicating them. Service desk solution providers are targeting non-IT users. Vendors are producing service desk tool modules and applications designed with non-IT users in mind. Non-IT functions need guidance. o Business leaders need to make the shift from a task-oriented to a customer-oriented culture, and reduce their reliance on to manage projects and tasks, if the business is to reap the benefits of enterprise service management. o IT needs to help business leaders define a feasible service, build the related user-facing processes and workflows, and coach staff as they extend the scope of the service desk to other business functions. CIOs can use the executive summary to champion enterprise service management to garner support for the initiative among management and peers. Service managers provide business units with a project plan to guide them as they define a business service catalog, build user-facing processes and workflows, and extend the service desk to the enterprise. The frameworks that govern service management best practices are industry- agnostic. They apply to any means of delivering value to customers that facilitate the outcomes they want to achieve without the ownership of specific costs and risks. IT can introduce automated, structured processes based on those frameworks that streamline and organize unproductive activities, and help their organizations make great gains in administrative efficiency beyond IT. Resolution Analysis

Info-Tech Research Group4 4 Info-Tech Research Group’s approach to service desk optimization focuses on building essential best practices Consolidate Service Desks 01 Build a strategic roadmap to consolidate service desks to reduce end-user support costs and sustain end-user satisfaction. Standardize the Service Desk 02 Build essential incident, service request, and knowledge management processes to create a sustainable service desk that meets business needs. Extend the Service Desk 03 Facilitate the extension of service management best practices to other business functions to improve productivity and position IT as a strategic partner. Our Approach to the Service Desk Service desk optimization goes beyond the blind adoption of best-practice frameworks. Our approach focuses on controlling support costs and capitalizing on IT’s service management expertise to improve productivity. This project is the third in the series. Our Approach to the Service Desk Service desk optimization goes beyond the blind adoption of best-practice frameworks. Our approach focuses on controlling support costs and capitalizing on IT’s service management expertise to improve productivity. This project is the third in the series.

Info-Tech Research Group5 5 The benefits of extending the service desk beyond IT reflect the impact that an effective service desk has within IT Improved business satisfaction: Deliver service to the enterprise with confidence. Channel incidents and requests through a single point of contact. Escalate incidents quickly and accurately to the right business function. Increased efficiency / lower cost to serve: Use FAQs to enable end users to self-solve. Use a knowledgebase to troubleshoot once, solve many times. Cross-train to improve service consistency. Fewer recurring issues: Tickets are created for every incident and categorized correctly. Reports can be used for root cause analysis. On average, end users who were satisfied with service desk effectiveness rated all other IT services 42.1% higher than dissatisfied end users. On average, end users who were satisfied with service desk timeliness rated all other IT services 38.0% higher than dissatisfied end users. 38.0% 42.1% Source: Info-Tech Research Group, 2015; N=19,349 Enhanced demand planning: Trend analysis and reporting improve service providers beyond IT through the ability to forecast and address the demands of the business. Empower other business functions to provide effective, timely services that meet business needs at a lower cost. Follow the steps in this project blueprint to guide non-IT partners through the process. Project Benefits

Info-Tech Research Group6 6 The service desk is only one focal point for service delivery across the enterprise Employee onboarding is an example of a service on which different business functions collaborate. The service encompasses all the activities needed to equip new employees for their jobs. The activities include among others: Arranging for computers and finding them a desk. Setting up and phone lines. Issuing security badges and credit cards. Setting up payroll and benefits. Scheduling orientation and job training. Employees Customers HR Facilities Legal Finance Service Providers Service Definition Request Change Info Help Processes and Workflows Clients Example: Employee onboarding Other business functions provide services Like IT, other business functions field requests to: Provide information. Provide established services. Handle a service interruption. Implement or change a service. Services range from: Simple benefits and payroll questions. Onboarding and off-boarding employees. Complaints handling. Help with service interruptions. At its core, a service is simply a means of delivering value to customers by facilitating outcomes they want to achieve without assuming the ownership of costs and risks.

Info-Tech Research Group7 7 Unstructured service management processes beyond IT hampers productivity The study found managers spent a large amount of time each week on administrative tasks, including: ing updates. Requesting support services. Filling out forms. Updating spreadsheets. Study Challenges: Most work processes involve multiple departments. Nine in ten managers reported that their productivity depended on the efficiency of routine work processes provided by other departments. The productivity of one manager depends on how efficiently other departments deliver their own services. Organizations rely on s, spreadsheets, phone calls, and personal visits to coordinate routine administrative tasks. These common productivity tools are slow, error-prone, and hamper visibility and reporting. They are not service or project management tools. In organizations with 2,500 managers, administrative tasks can consume up to two million hours per year, which is the equivalent of 1,000 full-time employees. Lawless Research conducted a study on how managers spent their time at work on behalf of ServiceNow, a cloud enterprise application company. Between March 10 and March 15, 2015, they interviewed 915 managers from companies in the US and the UK with at least 500 employees.study 2 days per week Managers reported that they spent an average of 15 hours, or two full days, each week on repetitive tasks that are necessary to operations but are not a core job function. Seventy-one percent of managers said it takes more than five interactions to coordinate employee onboarding. Sixty-nine percent described the process as time- consuming, and forty-nine percent found it frustrating. Equivalent of 1,000 full-time employees

Info-Tech Research Group8 8 IT can use its service management experience to transform how the organization delivers services Info-Tech Insight The frameworks that govern service management best practices, such as ITIL, are industry-agnostic. They apply to any means of delivering value to customers that facilitate the outcomes they want to achieve without the ownership of specific costs and risks. IT can introduce automated, structured processes based on those frameworks that streamline and organize unproductive activities, and help their organizations make great gains in administrative efficiency. While service management processes within IT are well-defined and automated, processes beyond IT tend to be less structured and efficient. Traditional information management systems in other business functions facilitate data-management activities, but they typically do not enable and manage service-based people interactions. As a result, there is an unhealthy reliance on siloed correspondence, personal productivity applications, and manual activities to fulfill service relationships. This leads to tactical activities that add little business value, and lack auditability, tracking, and real-time reporting capacity. IT can leverage its service management tools and frameworks to help peers replace inefficient -based service requests and fulfill processes with proven service models. While service management processes within IT are well-defined and automated, processes beyond IT tend to be less structured and efficient. Traditional information management systems in other business functions facilitate data-management activities, but they typically do not enable and manage service-based people interactions. As a result, there is an unhealthy reliance on siloed correspondence, personal productivity applications, and manual activities to fulfill service relationships. This leads to tactical activities that add little business value, and lack auditability, tracking, and real-time reporting capacity. IT can leverage its service management tools and frameworks to help peers replace inefficient -based service requests and fulfill processes with proven service models. The enterprise needs IT’s service management excellence.

Info-Tech Research Group9 9 Service Management Particles In 2009, CERN launched an initiative to adopt service management best practices for General Services, a new department with a mandate to provide support to thousands of users and staff. In 2010, IT joined the initiative. Initiative Goals Simplify access to service with: One point of contact. One set of processes. One tool for all service providers. One business service catalog. Improve processes with: Alignment with best practices. High levels of automation. Continuous improvement. Situation CERN currently has 21 member states, and employs more than 2,250 staff to support more than 10,000 visiting scientists from 608 collaborating universities. Complication Since 1954, independent silos provided users with the necessary support. The model was confusing and inefficient. Without a single point of contact for incident and request management, it was difficult to find, track, and report on services. Solution In 2010, IT joined the service management team to promote a service culture and build an organization-wide service management framework. The case study continues throughout the blueprint. Case Study Reinoud Martens is the Service Manager at CERN, home to the world’s largest particle accelerator. His team has implemented service management best practices across different business functions. The case study will illustrate the project as we go. CERN The European Organization for Nuclear Research Route de Meyrin Meyrin, Switzerland “At CERN, the European Organization for Nuclear Research, physicists and engineers are probing the fundamental structure of the universe. They use the world’s largest and most complex scientific instruments to study the basic constituents of matter – the fundamental particles.” In 2010, CERN created a global service management team to streamline customer support. Fast extension of the service desk is ambitious and may not be right for everyone. However, CERN’s journey illustrates the full scope of the project for organizations that are extending their service desk more gradually.

Info-Tech Research Group10Info-Tech Research Group10 The project helps CIOs and service managers steward other business functions through the service design process Phase 1: Build the case to convince peers and management of the benefits of the project, and steward stakeholders through defining the service and its processes. Phase 2: Build the relevant workflows and assess the impact of the service extension on service tool requirements and policies. Phase 3: Assess the impact of the extension on the structure and staffing of the service desk, and review the training implications. Outcome: A reiterative process to define new non-IT services and extend the service desk to other business units.

Info-Tech Research Group11Info-Tech Research Group11 Service Desk Extension Feasibility Assessment Tool (Excel) Service Desk Efficiency Calculator (Excel) Executive Presentation (PowerPoint) Service Desk Extension Roadmap (Excel) Service Definition Checklist (Word) The project blueprint will provide guidance on how to use the following tools to produce the final project deliverables

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