1. Extend the Service Desk to the Enterprise
Position IT as an innovator.

2. 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.

3. Executive summary Analysis Resolution
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.
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.
Analysis
Non-IT functions need guidance.
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.
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.
Resolution
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.

4. Our Approach to the Service Desk
Info-Tech Research Group’s approach to service desk optimization focuses on building essential best practices
Extend
Facilitate the extension of service management best practices to other business functions to improve productivity and position IT as a strategic partner.
Improve
Build a continual improvement plan for the service desk to review and evaluate key processes and services, and manage the progress of improvement initiatives.
Info-Tech’s
Service Desk
Methodology
Standardize
Build essential incident, service request, and knowledge management processes to create a sustainable service desk that meets business needs.
Lean
Build essential incident, service request, and knowledge management processes to create a sustainable service desk that meets business needs.
Our Approach to the Service Desk
Service desk optimization goes beyond the blind adoption of best- practice frameworks.
Info-Tech’s approach focuses on controlling support costs, and making the most of IT’s service management expertise to improve productivity.
Do the projects sequentially
or in any order.
Select and Implement
Review mid-market and enterprise service desk tools, select an ITSM solution, and build an implementation plan to ensure your investment meets your needs.
Consolidate
Build a strategic roadmap to consolidate service desks to reduce end-user support costs and sustain end-user satisfaction.

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.
42.1%
On average, end users who were satisfied with service desk effectiveness rated all other IT services 42.1% higher than dissatisfied end users.
Fewer recurring issues:
Tickets are created for every incident and categorized correctly.
Reports can be used for root cause analysis.
38.0%
On average, end users who were satisfied with service desk timeliness rated all other IT services 38.0% higher than dissatisfied end users.
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.
Project Benefits
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.
Enhanced demand planning:
Trend analysis and reporting improve service providers beyond IT through the ability to forecast and address the demands of the business.
Source: Info-Tech Research Group, 2015; N=19,349

6. Processes and Workflows
The service desk is only one focal point for service delivery across the enterprise
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.
Employees
Customers HR
Facilities
Legal
Finance
Service
Providers
Definition
Request
Change
Info
Help
Processes and Workflows
Clients
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.
Example: Employee onboarding
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.

7. of 1,000 full-time employees
Unstructured service management processes beyond IT hampers productivity
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.
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.
15 hours
per week
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.
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.
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
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.

8. Extend the service desk to the enterprise
IT can use its service management experience to transform how the organization delivers services
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.
Catalog
Requests
Knowledge
Assets
Costs
Reporting
Other
Self-Serve IT
Facilities HR
Legal
Marketing
Finance
Extend the service desk to the enterprise
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.

9. 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.
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.
CERN
The European Organization for Nuclear Research
Route de Meyrin 385
1217 Meyrin, Switzerland
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 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.
“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.

10. 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.

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

12. Guided Implementation
Info-Tech offers various levels of support to best suit your needs
Guided Implementation
“Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track.”
DIY Toolkit
“Our team has already made this critical project a priority, and we have the time and capability, but some guidance along the way would be helpful.”
Workshop
“We need to hit the ground running and get this project kicked off immediately. Our team has the ability to take this over once we get a framework and strategy in place.”
Consulting
“Our team does not have the time or the knowledge to take this project on. We need assistance through the entirety of this project.”
Diagnostics and consistent frameworks used throughout all four options

13. Best-Practice Toolkit Guided Implementations
Extend the service desk to the enterprise project overview
1. Define project scope
2. Design the service
3. Build service desk
Best-Practice Toolkit
Assess current state.
Brainstorm non-IT services.
Make the case
Build a service definition process.
Describe the new service.
Describe service cost and support.
Define service desk target state.
Coach support teams.
Guided Implementations
Review the results of your diagnostic to inform your current state assessment.
Conduct a discovery meeting to brainstorm potential services for inclusion in the service portfolio.
Share the initial case for the project with key stakeholders to garner support for the project.
Initiate the service design process to identify a service manager and assemble the service design team.
Build service request workflows for each new service request associated with the new service.
Build incident and escalation workflows to define how the organization will restore service.
Review the Service Definition Checklist to assess the impact of the extension on the service desk mandate.
Create the communication plan and executive presentation.
Onsite Workshop
Module 1:
Define the project scope.
Module 2:
Define the service.
Module 3:
Build the service desk.
Phase 1 Outcome:
Position the project as an opportunity to streamline service support.
Generate processes for potential inclusion in the service catalog.
Evaluate the current state of service management to assess readiness.
Phase 2 Outcome:
Assemble a service team to help define and manage the service.
Coordinate service design activities.
Generate the details concerning how the organization will support and deliver the service.
Phase 3 Outcome:
Determine whether your ITSM solution can support an extended service desk.
Build a service desk roadmap and a communication plan to ensure project momentum.

14. Workshop overview
Contact your account representative or for more information.
This workshop can be deployed as either a four or five day engagement depending on the level of preparation completed by the client prior to the facilitator arriving onsite.
Day 1
Day 2
Day 3
Day 4
Day 5
Preparation
Workshop Day
Working Session
Workshop Preparation
Service management maturity assessment.
Stakeholder interviews.
Service Desk Extension Feasibility Assessment.
Review the results of your diagnostic to inform your current state assessment.
Define services.
Morning Itinerary
Conduct a discovery meeting to brainstorm potential services for inclusion in the service portfolio.
Afternoon Itinerary
Share the initial case for the project with key stakeholders to garner support for the project.
Initiate the service design process to identify a service manager and assemble the service design team.
Define workflows.
Develop a plan to coordinate service design activities.
Create a matrix to establish decision rights for non-IT service desk interactions.
Build service request workflows for each new service request associated with the new service.
Sustain the initiative.
Build incident and escalation workflows to define how the organization will restore service.
Assess the impact of the extension on the service desk mandate.
Build a requirements document and demo script for an ITSM solution efficiently extensible to the enterprise.
Workshop Debrief
Present the extended service roadmap.
Review the action plan template to guide future extensions.
Identify next steps.