People Effectus People : Performance : Results Getting Active In Field Services Professional Operations Management

People Effectus People : Performance : Results With a professional Operations Management methodology, we can successfully deliver the desired service to the desired quality At the lowest possible cost Triangle of Tensions & ITIL Objectives Cost Service Quality Reduce Long-Term Cost of Service Provision Improve Quality of Services Align services to needs of business/customers If you desire to be world-class, you’ll appreciate that there are three broad areas of focus in you operation. We have a “triangle of tensions” where it is not uncommon for improvements in one area to have negative consequences in another. So too, in IT Service Management there is s little discussed “triangle of tensions” between the three principle ITIL objectives That’s the lowest possible cost for these predefined desired service and quality standards

People Effectus People : Performance : Results Requirements of a Professional Methodology Identify required resources Identify future requirement for additional resources Release spare capacity to other teams Planned assignment before each week commenced Reassigned as volumes become known Manage performance to Service Level Plan training requirements Planned and Managed method required to equip Leaders

People Effectus People : Performance : Results Productivity / Volume Relationship As volume increases, so does the productivity of the workforce The workforce identifies the need & does the extra work automatically They achieve what they are capable of Care must be taken not to “flog your assets” Equally, as volumes decrease so too productivity Eg, an agent or engineer cannot perform 5 incidents per day, if there are only 3 available Work expands to fill the available time It is possible to maintain your peak productivity even when volumes fall

People Effectus People : Performance : Results However, resource plan continued to be followed Additional staff added to same volume Methodology with inherent learning opportunities and failure Success Resource plan established based on forecasted volume Actual volume initially higher than forecast Resource plan followed, with relatively small team initially with now larger actual volumes Consequently productivity was extremely high as staff delivered what they were capable of achieving Inevitable crash in productivity

People Effectus People : Performance : Results Increased stress Lack of active operations management leads to fluctuating Productivity “planned rate” Lost time Risks to quality & service Risks to cost Peaks impact on: Quality of work Stress levels Peaks impact on: Quality of work Stress levels Lost time is lost for good Manage Risks of Fluctuating Productivity

People Effectus People : Performance : Results Operations Management Process Plan Over a much shorter timescale (typically the coming week) match your resources against the anticipated work volume. Plan for all activities that you want to achieve in this coming period. Forecast From experience of your business and the changes that you anticipate in that business, forecast the volume of actions that are required by your teams. Manage Within this period constantly review the plan and adjust the resources accordingly. In many management cycles a review of the plan or forecast is only undertaken once the period has completed. Once the period has completed no amount of knowledge will produce a better outcome if you are off target. Review Once the period has completed a full period review should be undertaken to ensure that lessons are learned and that the earlier stages of the process are improved.

People Effectus People : Performance : Results Improve Service Reduce Costs Improve Quality Motivate Workforce Participation Conclusions

People Effectus People : Performance : Results People Effectus People : Performance : Results