Experience with the Service Desk 15/06/2012 Service Management for ACCU

15/06/2012Page 2 Service Desk in perspective Service Desk Request Incident Service Management Service Portal Heating Cleaning Payroll Access Guards Shuttle Refurbishment Sanitary Hotel Training USERS

15/06/2012Page 3 Service management – What is it ?  An approach to ‘adopt and adapt’ to ensure services are optimally aligned with specific and changing requirements of the organization  A Framework of Established good practice, successfully used by thousands of organisations worldwide  Customer/user focussed  A strategic approach, covering all services (not only IT)  A set of processes covering the complete service lifecycle It is not only a “service desk” (service desk is just one of the most visible manifestations).

15/06/2012Page 4 Why and Why Now With the start of LHC in 2009 dramatic increasing number of Users but stable staff numbers. The wide range of services offered by CERN must become easy to find, without requiring knowledge of CERN internal structures. Measurability & comparability (benchmarking) to improve control & service provision. Standardization to improve effectiveness in times of reduced budgets Opportunity: The time is right Strong Management awareness and support Mature public best practice available Mature off the shelf tools available

15/06/2012Page 5 What we are trying to achieve Our Goals: 1.SPOC (Single Point Of Contact): One Service Desk; one number to ring, one place to go 2. Standard Processes for all (one behavior) 3.Services defined from a User’s point of view 4.Services easy to find by everybody, without knowledge of CERN internal structures 5.Improved collaboration over the borders of sections, groups and departments (break down silo’s) 6.Very high level of automation (one tool) 7.Service and process quality measurable 8.Framework for continuous improvement in the fields of efficiency and effectiveness

15/06/2012Page 6 Challenges  The extensive scope of services Facilities management, IT infrastructure, Desktop Support, Library, Hostel, Shuttle, Car pool, Stores, Cleaning, Waste, Application support, Etc.. Etc..  The wide variety of users (different cultures, backgrounds and level of expertise) Scientists, physicists, engineers, technicians, office and administrative workers, IT professionals, craftspeople, support personnel, students …

15/06/2012Page 7 The ITIL Framework Comprises five volumes: 1. Service Strategy (373 pages) 2. Service Design (334 pages) 3. Service Transition (270 pages) 4. Service Operation (396 pages) 5. Continual Service Improvement (308 pages) Full lifecycle covered HUGE; but mature, full of practical ideas, widely adopted, supported by tools, and is the “defacto standard” While ISO/IEC is a standard to be achieved and maintained, ITIL offers a body of knowledge useful for achieving the standard.

15/06/2012Page 8 CERN Service Catalogue; the core  A catalogue with all provided Services from a user’s point of view  Users not exposed to How things are done nor to Who is responsible  Change of culture; Shift from 1.Function -> Service 2.How -> What User perspective Supporter perspective

15/06/2012Page 9 Incident Process  Incident: Something is broken

15/06/2012Page 10 Request Process  Request for information/change/service/..

15/06/2012Page 11 Service Desk (SPOC: Single Point Of Contact )

15/06/2012Page 12 Service Portal (Hide complexity)  Google like search  >280 Context aware ‘forms’  Automated ticket assignment

15/06/2012Page 13 Service Portal: Access Or

15/06/2012Page 14 Service Portal: Details Mac Support

15/06/2012Page 15 Ticket Follow up 15 By clicking on the requested ticket, you can update it.

15/06/2012Page 16 How to give Feedback 16

15/06/2012Page 17 General Services Status Board 17 How to access to the General Services Status Board

15/06/2012Page 18 Planned interventions Future changes General Services Status Board 18 News (also published in bulletin generally) Major incidents

15/06/2012Page 19 The maturity model 1 Initial 2 Repeatable 3 Defined 4 Managed 5 Optimising Capability Maturity Absent None Obsessed Service Culture (Focus) Function/Product Customer Quality Poor Service Quality Adequate Superior Legendary Excellence Dissatisfied Satisfied Advocate Customers/Users Delighted Accepted Work in progress A fool with a tool is still a fool

15/06/2012Page 20 Experience with the service desk  > 130’000 tickets processed in system  > 80’000 via service-desk  Transparency  we discovered ‘issues’  Discrepancies in maturity among groups  Opportunity to learn and improve  Service-Desk is in front line, not always easy

15/06/2012Page 21 Change Effort Effort Time Changing Level of Effort We had to face a ‘peak of effort’ (inherent to introducing new process and tools)

15/06/2012Page 22 We had to cope with a ‘through of satisfaction’ (also inherent to change) Satisfaction Time Changing Level of Satisfaction Change Satisfaction

15/06/2012Page 23 Satisfaction/Effort Satisfaction Effort Danger zone Where do we stand? TroughPlateauSlope  We believe we are out of the danger zone  But we know we still have work on our hands

15/06/2012Page 24 Service Management roadmap Concepts Service Catalogue & Matrix Service Role (e.g. Service Owner) Definitions Process Design Data and Tools Web Portal & Service Repository Service Descriptions Service Management Tool Evaluation Implementa tion SM Tool Implementation (Oct Feb 2011) Service Desk Planning & Staffing Role Assignments Rollout Training Transition Consolidation Operation Improve (Service Level Management) More Processes (Change, Event & Problem Management) Extended Scope (HR, FP, …..)

15/06/2012Page 25 Conclusions 1.Our vision is shift of focus on YOU (the users), and less on the technology. 2.From the positive side we do have a working service portal, service desk, a service catalog, a single tool and process, a knowledge base, over 200 standard forms, etc.. 3.This is a cultural change for CERN  can not be done overnight. 4.We have made the first steps, next steps:  Extend the scope (Human Resources, Finance, …. )  Raise the ‘maturity’ of the service providers  continuous improvement 5.A service-desk and more structured processes can be felt as a regression of the service to some that were used to directly contact the supporters… but we are convinced that the changes will enable CERN to improve the overall service quality. 6.The new process and tool enable us to closely monitor service quality and therefor start the continuous improvement cycle; we are just at the beginning of this. 7.Considering the volume of tickets and the scope of the project, we hope you appreciate that not everything is running perfectly smooth in all areas yet. THANK YOU FOR YOUR PATIENCE AND UNDERSTANDING

15/06/2012Page 26 Why Good practice  In current climate government agencies and non-profit organizations have a similar drive to improve operational effectiveness, as private sector.  Outsourcing has exposed internal service providers in particular to unusual competition.  To cope with the pressure, organizations benchmark themselves against peers and seek to close gaps in capabilities.  One way to close such gaps is the adoption of good practices in wide industry use.

15/06/2012Page 27 Why Public Ignoring public frameworks and standards can needlessly place an organization at a disadvantage. Organizations should cultivate their own proprietary knowledge on top of a body of knowledge based on public frameworks and standards. Public frameworks and standards compared to proprietary knowledge Proprietary knowledge is deeply embedded in organizations and therefore difficult to adopt, replicate, or transfer even with the cooperation of the owners. Proprietary knowledge is often in the form of tacit knowledge, which is inextricable and poorly documented. Proprietary knowledge is generally highly customized for the local context and specific needs to the point of being inapplicable outside a limited scope. Publicly available frameworks and standards such as ITIL and ISO/IEC 20000, are validated across a diverse set of environments and situations rather than the limited experience of a single organization. Publicly available frameworks are subject to broad review across multiple organizations and disciplines. They are vetted by diverse sets of partners, suppliers, and competitors. Publicly available frameworks being widely used allows for benchmarking, and improving ‘together’.

15/06/2012Page 28 Questions/Suggestions/Reactions/Ideas?