2. Practitioner Course Incident Management & Service Desk

3. © TAOS 2002 - version 0.1 2 Introductions Your presenter The Art of Service You Your role(s) Your expectations

4. © TAOS 2002 - version 0.1 3 Program 09.00Start 10.30Morning tea / coffee 12.30Lunch 15.00 Afternoon tea / coffee 17.00End

5. © TAOS 2002 - version 0.1 4 Agenda Day One: General Introduction Overview Service Management Overview IT Infrastructure Library Service Desk Incident Management (part I) Case Analysis Day Two Incident Management (part II) ToolsReportingExercises Exam preparation

6. © TAOS 2002 - version 0.1 5 Course Objectives In-depth understanding of the Incident Management process and its activities. In-depth understanding of the Service Desk function. Good understanding of the relationships with all other IT Service Management processes. Ability to execute the Incident Management activities and work within the Service Desk function. Preparation for the EXIN Practitioner Exam Case based 120 minutes 40 multiple choice questions (pass mark = 26 points)

7. © TAOS 2002 - version 0.1 6 Course Approach Presentations Slides handouts in your binders Discussions Exchange experiences Exercises Going through the process of reaching a solution Hand outs Reference materials for back in the office:  Syllabus  Case studies (source: Internet)  White Papers (source: Internet)

8. © TAOS 2002 - version 0.1 7 Overview Service Management

9. © TAOS 2002 - version 0.1 8 Why Service Management? Business more and more dependent on IT Complexity of technology increases Customers demand more Environment becomes more competitive Focus on controlling costs of IT Low customer satisfaction...

10. © TAOS 2002 - version 0.1 9 Service Management = The Objective Tree = Quality Flexibility Cost management How / What ? ORGANISATION BUSINESS PROCESSES IT SERVICE PROVISION SERVICE MANAGEMENT Why! effective efficient organisation effective efficient IT service provision

11. © TAOS 2002 - version 0.1 10 The Functionally Oriented Organisation the lines decide GOAL FEEDBACK ACTIVITIES RESULT GOAL FEEDBACK ACTIVITIES RESULT GOAL FEEDBACK ACTIVITIES RESULT GOAL FEEDBACK ACTIVITIES RESULT GOAL FEEDBACK ACTIVITIES RESULT GOAL FEEDBACK ACTIVITIES RESULT

12. © TAOS 2002 - version 0.1 11 The Process Driven Organisation the processes decide GOAL FEEDBACK ACTIVITIES RESULT

13. © TAOS 2002 - version 0.1 12 Positioning ITSM Processes

14. © TAOS 2002 - version 0.1 13 IT Service Management (ITSM) Focus Organisation Process People Technology

15. © TAOS 2002 - version 0.1 14 Continuous Improvement PlanDo ActCheck Source: Deming Improvement Quality Assurance

16. © TAOS 2002 - version 0.1 15 Questions?

17. © TAOS 2002 - version 0.1 16 Overview IT Infrastructure Library

18. © TAOS 2002 - version 0.1 17 ITIL Jigsaw Implementing ITIL

19. © TAOS 2002 - version 0.1 18 What is ITIL all about? Developed by the British Government Official standard (BSI No: PD0005) in the UK De facto standard in Europe A “framework” and not a methodology A non-proprietary set of best practices A process based approach A quality approach (and can support ISO certification) Providing “optimal service provision” (balanced with costs) Aligning IT services with business requirements

20. © TAOS 2002 - version 0.1 19 Who is involved in ITIL? OGC - Office of Government Commerce Before April 2001: CCTA “Owns” ITIL http://www.ogc.gov.uk itSMF - IT Service Management Forum Membership based networking forum for ITIL http://www.itsmf.org.au EXIN, ISEB and others Examining bodies The Art of Service and others Accredited providers of ITIL education and consultancy http://www.artofservice.com.au

21. © TAOS 2002 - version 0.1 20 ITIL: Service Support Processes Incident Management Release Management Change Management service control Service Desk Problem Management service continuity service flexibility Configuration Management

22. © TAOS 2002 - version 0.1 21 ITIL: Service Delivery Processes Service Level Management Financial Management Capacity Management Availability Management IT Service Continuity Management providing services managing risk managing $ defining services

23. © TAOS 2002 - version 0.1 22 Key Relationships Service Desk Problem Management Service Level Management Incident Management Change Management

24. © TAOS 2002 - version 0.1 23 ITIL Service Management Service Level Management Financial Management for IT services Capacity Management IT Service Continuity Management Incident Management Problem Management Change Management Configuration Management Release Management IT Infrastructure security Service Desk Availability Management

25. © TAOS 2002 - version 0.1 24 Questions?

26. © TAOS 2002 - version 0.1 25 Service Desk

27. © TAOS 2002 - version 0.1 26 The Service Desk supports the agreed IT service provision by ensuring the accessibility and availability of the IT-organisation and by performing various supporting activities. The Service Desk

28. © TAOS 2002 - version 0.1 27 The Service Desk Role Customer & End User Service Desk call solution Support group support 1st line2nd line3rd line Support group Organisation Source: the Art of Service

29. © TAOS 2002 - version 0.1 28 Activities Contact with / supporting the users processing of incidents processing of service requests processing of (standard) requests for change Management tasks controlling maintenance suppliers backups, restores, user accounts, …

30. © TAOS 2002 - version 0.1 29 Reactive or Proactive ? (I) customer 1st / 2nd / 3rd line support The Service Desk knowledge of business operations pro-active support of business operations callwork around incident

31. © TAOS 2002 - version 0.1 30 Reactive or Proactive ? (II) knowledge of customer(& -processes) is necessary  unambiguous determination of urgency  insight in impact of incidents timely (pro-active) action becomes possible personal approach of the customer becomes possible knowledge of customer(& -processes) is necessary  unambiguous determination of urgency  insight in impact of incidents timely (pro-active) action becomes possible personal approach of the customer becomes possible knowledge of business operations customer pro-active support of business operations

32. © TAOS 2002 - version 0.1 31 Service Desk Types (I) Call Center Unskilled SD Expert SD Skilled SD Skill level Costs First line resolution 100% 0 % Source: the Art of Service

33. © TAOS 2002 - version 0.1 32 Service Desk Types (II) Call Centre only logging of calls rapid response through short conversations doesn’t offer solutions direct transfer to specialised IT personnel Unskilled Service Desk raw data  quick routing raw data  quick routing (“call dispatch”) skilled in supervising incident progress standards and procedures necessary (telephone-)scripts necessary

34. © TAOS 2002 - version 0.1 33 Service Desk Types (III) Skilled Service Desk solves large % incidents little routing various specialisms present risks  too involved with complex problems  expertise causes certain level of arrogance  perform only the “nice tasks” that go with their own specialisation

35. © TAOS 2002 - version 0.1 34 Service Desk Types (IV) Expert Service Desk all incidents and problems are solved strong interlink with Problem Management very well educated personnel (expensive) qualified personnel is hard to get and /or to keep extensive and intensive training (expensive) use of specialised / dedicated diagnostic tools (expensive)

36. © TAOS 2002 - version 0.1 35 Organisation (I) Service Desk User Group Support Group Source: OGC (Service Support) Centralised Service Desk

37. © TAOS 2002 - version 0.1 36 Organisation (II) User Group Support Group Service Desk Source: OGC (Service Support) Distributed Service Desk

38. © TAOS 2002 - version 0.1 37 Organisation (III) User Group Support Group Service Desk Source: OGC (Service Support) Split Function Service Desk

39. © TAOS 2002 - version 0.1 38 Organisation (IV) User Group Support Group Service Desk SD Analyst Source: OGC (Service Support) Virtual Service Desk

40. © TAOS 2002 - version 0.1 39 Knowledge & Skills technical skills business understanding communication skills Source: the Art of Service

41. © TAOS 2002 - version 0.1 40 Resources Number of SD staff will depend on: Size of organisation (number of users) Type of organisation Complexity of IT infrastructure Reliability of infrastructure Diversity of systems (degree of standard / non standard systems) Geographical locations Service Level Agreements Budget

42. © TAOS 2002 - version 0.1 41 Statements – What do you think? “Service Desk staff should be selected on their communication, rather than technical skills” “A single point of contact is a utopia: there will always be users who call IT staff directly”

43. © TAOS 2002 - version 0.1 42 Questions?

44. © TAOS 2002 - version 0.1 43 Incident Management

45. © TAOS 2002 - version 0.1 44 Service Management = The Objective Tree = Quality Flexibility Cost management How / What ? ORGANISATION BUSINESS PROCESSES IT SERVICE PROVISION SERVICE MANAGEMENT Why! effective efficient Organisation effective efficient IT service provision Incident Management

46. © TAOS 2002 - version 0.1 45 The Service Support Set = Interconnection between the processes = IIII Work Around Problem Known Error RFC Change SOLUTION Customer, Supplier, etc. CMDBCMDB DSLDHSDSLDHS Incident Management Problem Management Change Management Configuration Management Release Management Incident Management Problem Management Change Management Configuration Management Release Management

47. © TAOS 2002 - version 0.1 46 Incident Management = Goal of the process = restores normal service operation as quickly as possible with minimal disruption to the business, thus ensuring that the agreed levels of availability and service are maintained. Incident Management

48. © TAOS 2002 - version 0.1 47 Terminology (I) incident any event which is not part of the standard operation of a service and which causes, or may cause, an interruption to, or a reduction in the quality of that service can be reported by:  users  IT service provision  IT systems  events  …

49. © TAOS 2002 - version 0.1 48 Terminology (II) service request a request by a user for information, advice or documentation  functional question  request information  request status account  request batch jobs  request back ups / restores  request password / authorisation  …

50. © TAOS 2002 - version 0.1 49 Process Model Investigation & Diagnosis Classification & Initial Support Detection & Recording Resolution & Recovery Ownership, Monitoring, Tracking & Communication Closure = Service Desk responsibility

51. © TAOS 2002 - version 0.1 50 Incident Detection & Recording Which incidents? Incident sources? (where from?) What information? How much detail? Who’s responsibility Investigation Classification Recording Resolution Monitoring Closure

52. © TAOS 2002 - version 0.1 51 Classification & Initial Support (I) Priority, based on: Impact & Urgency Type of incident: Eg mainframe, desktop, application Need clear guidelines for quick entry: SimpleUnambiguousEffective Investigation Classification Recording Resolution Monitoring Closure

53. © TAOS 2002 - version 0.1 52 Classification & Initial Support (II) 11 123 2 3 23 234 345 Impact Urgency Priority Source: OGC (Service Support)

54. © TAOS 2002 - version 0.1 53 Classification & Initial Support (III) Incident Matching Has a similar Incident occurred before?  is a provisional solution known (work around)? Can the Incident be related to an already existing Problem or Known Error?

55. © TAOS 2002 - version 0.1 54 Investigation & Diagnosis (I) Can take place anywhere in support area If necessary, escalate! Dependant on CMDB Investigation Classification Recording Resolution Monitoring Closure

56. © TAOS 2002 - version 0.1 55 Investigation & Diagnosis (II) Hierarchical Escalation Functional Escalation Combination Source: the Art of Service

57. © TAOS 2002 - version 0.1 56 Resolution & Recovery Not interested in underlying cause Focus on removing symptoms Solved when original functionality retained (e.g. user can print again) Investigation Classification Recording Resolution Monitoring Closure

58. © TAOS 2002 - version 0.1 57 Incident closure Only after consulting with user Only done by Service Desk Investigation Classification Recording Resolution Monitoring Closure

59. © TAOS 2002 - version 0.1 58 Ownership, Monitoring, Tracking & Communication Service Desk accountable for ALL incidents, regardless of who’s dealing with them Service Desk should have authority to (re)allocate resources in other areas Hierarchical escalation to inform management Focus on SLAs Support tool helps keep track of multiple incidents Investigation Classification Recording Resolution Monitoring Closure

60. © TAOS 2002 - version 0.1 59 Questions?

61. © TAOS 2002 - version 0.1 60 Process, Procedure & Work Flow (I) Process Procedures Work instructions Why & how? What, who, when & where? How (exactly)?

62. © TAOS 2002 - version 0.1 61 Process, Procedure & Work Flow (II) Swim lane Result Trigger Process Flow Decision Process Step Record call Solved? phonesolved Service Desk Operations

63. © TAOS 2002 - version 0.1 62 Process, Procedure & Work Flow (III) IAR Step 4 AR Step 3 ICCAR Step 2 CRRAR Step 1 Group D Group C Group B Group A Index: A: Accountable (owns it) R: Responsible (does it) C: Consulted (provides info) I: Informed (receives info) ARCI Model

64. © TAOS 2002 - version 0.1 63 Incident Management = Costs, Points of Attention, Advantages = costs P ersonnel A ccommodation  also for physical storage of process documents, … S oftware S oftware tools and equipment for analysis, reporting and H ardware H ardware communication (e.g. adjustments to telephone system) E ducation  ITIL Master Class / IM-Practitioner, telephone training, communication training, … P rocedures  design & manage Incident Management, documentation, instruction sets (telephone scripts), …

65. © TAOS 2002 - version 0.1 64 Incident Management = Costs, Points of Attention, Advantages = Points of Attention - general social skills of the service personnel work overload / stress  bottleneck if many incidents  through lack of time incidents are no longer optimally (or even not at all any more) registered bypassing by users  the “FUTZ-factor” (valuable data is lost) Gartner in starting phase a lot of 2 nd line involvement process discipline  the process driven way of working often demands a change in culture: resistance within the organisation

66. © TAOS 2002 - version 0.1 65 Incident Management = Costs, Points of Attention, Advantages = Points of Attention - incident handling are all calls registered? under a unique number? which priority codes do we use and how is the priority determined? organisation of the 1 st line organisation of the 2 nd line which % “closed on first call” is possible through Incident Management?

67. © TAOS 2002 - version 0.1 66 Incident Management = Costs, Points of Attention, Advantages = Points of Attention – incident handling coding system for incident categorisation coding system for priority codes agreements on the long and short error description (form + content + language) the incident categorisation is related to / depends on other incidents, problems or known errors. procedures for closing incidents (telephone-)scripts

68. © TAOS 2002 - version 0.1 67 Incident Management = Costs, Points of Attention, Advantages = General Advantages ongoing optimisation of the (availability of) IT service provision reduction of the number of incidents independent, customer oriented tracking and guarding of incidents no more “lost” or “forgotten” incidents better deployment of IT-personnel useful reporting by effective usage of the available information

69. © TAOS 2002 - version 0.1 68 Incident Management = Costs, Points of Attention, Advantages = Advantages to the Customer enhanced relationship between customer and IT through optimal and clear communication  there is no need for the customer to have extensive IT-knowledge  development of a knowledge centre for the customer increase in productivity through:  quick, timely solutions  decrease of the number of incidents  pro-active warning with potential problems  pro-active identification of the consequences when problems arise

70. © TAOS 2002 - version 0.1 69 Incident Management = Functionally Oriented vs. Process Driven = mainframenetworkpc-lan Incident Management The Art of

71. © TAOS 2002 - version 0.1 70 Questions?

72. © TAOS 2002 - version 0.1 71 Tools for Incident Management & Service Desk

73. © TAOS 2002 - version 0.1 72 Service Desk Support Tools (I) Service Desk / Help Desk tools Telephony tools Service Management tools (Configuration, Problem, Change Management) Network monitoring tools (availability, capacity) Network Management tools (remote support, user account management) Release Management tools Knowledge Management tools

74. © TAOS 2002 - version 0.1 73 Service Desk Support Tools (II) Websites to check out: Search on Google: Service Desk, Call Centre, Helpdesk tool, Support tool www.tools2manage-it.com (support tools) www.bitpipe.com (white papers) www.cio.comwww.callcentres.com.au

75. © TAOS 2002 - version 0.1 74 Tool Selection (I) Tool requirements: Determine need / nice to haves Which fields to support process? User friendliness Speed Knowledge base: search on historical info? Security: read / write access Modules Reporting functionality

76. © TAOS 2002 - version 0.1 75 Tool Selection (II) Vendor requirements: Reputation / history Support focus Training & consulting? Future plans (new modules?) ITIL awareness? References (visit them!) Partnership?

77. © TAOS 2002 - version 0.1 76 Costs associated with tools Tool costs: Back end Front end: licenses Equipment costs: Server / disk space Network capacity Desktop requirements? Training: Support staff Tool maintenance staff Consulting: Tool configuration (Future) changes: adaptability?

78. © TAOS 2002 - version 0.1 77 Selection Process Set up a project structure Project manager & team Scope Deadlines / time frame (project plan) Selection criteria Request for tender (optional) Short list vendors Presentations / demo’s Final cost benefit analysis Selection

79. © TAOS 2002 - version 0.1 78 Questions?

80. © TAOS 2002 - version 0.1 79 Reporting for Incident Management & Service Desk

81. © TAOS 2002 - version 0.1 80 Aligning Goals Vision / mission statement Strategy / business plan Goals / objectives Key Performance Indicators (KPIs)

82. © TAOS 2002 - version 0.1 81 Reporting (I) Efficiency: Productivity: # staff per period Value add: First line resolution Knowledge mgt: # knowledge base hits etc… Effectiveness: Timeliness: Resolution time Accuracy: % correct resolution Quality: % solved within SLA etc…

83. © TAOS 2002 - version 0.1 82 Reporting (II) Questions:What?Who?Where?When?Why??

84. © TAOS 2002 - version 0.1 83 Reporting (III) Report to various target groups customer, other process managers, company management Report on (e.g.) # reported and registered incidents, # solved incidents  perhaps divided according to processing time and solution time # open incidents + their status list of incidents  per time frame, customer(group), solution group, category, priority,  per …

85. © TAOS 2002 - version 0.1 84 Questions?