ITIL+Slides+Ch1-7

8/20/2019 ITIL+Slides+Ch1-7

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A Guide to Service Desk Concepts,

Fourth Edition

Chapter 1

Introduction to Service DeskConcepts

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Objectives

In this chapter you will learn:

• The evolution of technical support

• The evolution of the service desk within a

technical support department

• The components of a successful service desk

• Why customer service is the bottom line for

service desks

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Introduction

• Technology dependence results in an enormouschallenge: supporting technology users

• The service desk provides that support

• Service desk – a single point of contact within acompany for managing customer incidents andservice requests

• Support demand a shortage of information

technology !IT" professionals # tremendouscareer opportunity in the field of customerservice and technical support

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Evolution of Technical Support

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• Technical support – the wide range of services

that enable people and companies to effectively

use information technology

– $art of total cost of onership !TCO"• Custo#er support – services that help a

customer understand and benefit from a

product%s capabilities by answering questions&

solving problems& and providing training

Customers buy products or services.

Users consume products or services.

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'igure ()* 6Chapter 1


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'igure ()* 7Chapter 1


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• +id (,,-s – organi.ations worldwide began adopting the ITInfrastructure $ibrar% & !ITI$ & " ) a set of best practices for ITservice management

• 'est practice – a proven way of completing a task to produce anear optimum result

– $roven over time through e/perience and research – Works for a large number and variety of people and organi.ations

• IT service #ana(e#ent !ITS)" – a discipline for managing ITservices that focuses on – The quality of IT services – The relationship IT service provider has with its customers

• 0 service is a means of delivering value to customers by facilitatingoutcomes customers want to achieve without the ownership ofspecific costs and risks !ITI1 definition"

• 0n IT service is based on the use of information technology andsupports business processes of the IT service provider%s customers

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• ITI1 considers technical and customer support vitallyimportant and introduced the concept of the service desk

• The service desk has a broader scope of responsibility than ahelp desk and handles – Incidents – Service requests – 2ommunication with customers

• Incident – an unplanned interruption to an IT service or areduction in the quality of an IT service !ITI1 definition"

• 3istorically& such unplanned events were referred to as

4problems5• ITI1 defines proble# as ) the cause of one or more incidents• Service re*uest – a request from a user for information&

advice& or a standard change

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• The technical support services a company delivers& howand by whom& vary according to:

• 2ompany si.e

• 2ompany goals

• 2ustomer e/pectations

• Some companies deliver technical support informally

• +ost take a more formal approach

• 0 help desk or service desk:

– 6nables the company to ma/imi.e its technical resources – 6nsures that people providing support services have the

required skills

10

Users may turn to peer-to-peer support .

Peer-to-peer support has pros and cons.Chapter 1


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Evolution fro# +elp Desk to

Service Desk

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Evolution fro# +elp Desk to Service

Desk

• 1ate (,7-s – help desk originally established

simply to screen calls

• In time& help desk began to

– 0nswer simple questions and resolve problems – Take on additional activities !pg8 (*"

• (,9-s – some organi.ations began to outsource

help desk

• (,,-s – companies recogni.ed that an efficient and

effective help desk could positively affect the

company%s bottom line

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Desk• World class - a

copan! that hasachieved andsustains hi"h #eve#so$ custoersatis$action

• Best-in-class % acopan! that is the&nest in its industr!peer "roup

Characteristics of a world class h

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'igure ()

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Desk

• +id (,,-s – companies began adopting ITI1 andthe service desk concept

• 1ate (,,-s – companies began reali.ing benefits oftechnologies such as

– Incident management systems

– ;emote control and diagnostic systems

– The Web

• Service desks began to use technology to performtasks historically performed by other support groups

– $roactive network monitoring

– System and network administration tasks

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Desk

• Technology enabled service desks to:

– Streamline and automate key processes

– 6mpower users to help themselves

• Self)help services free up the time analysts need todevelop the skills needed to support technology

innovations taking hold during the *---s and *-(-s

– +obile computing

– 2loud computing

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Desk

• Today%s customers e/pect to be offered a variety

of ways to obtain support

• Today%s service desks offer various channels –

routes of communication to and from the servicedesk

– The telephone

– @oice mail

– 6)mail

– Web)based options such as self)help and chat

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Desk

• *-(-s ) service desk analysts must

– ?evelop the skills needed to support a more comple/environment

–


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Desk

• *-(-s ) ;eactive service desks are becoming less effective• Service desks must put in place policies and processes aimed at

proactively meeting the business% strategic needs• 2ompanies are in varying stages of this transition from reactive help

desk to proactive service desk

• 2ompanies adopting a more proactive approach are taking steps to – 6nhance customer self)sufficiency – $revent incidents

• These companies are responding to service desk industry trends!discussed in 2hapter 9" that are determining – The direction in which the service desk industry is heading

– The opportunities available to people pursuing a service desk career • 0s with technical support services& the role of the service desk

varies based on the company%s si.e& goals& and customers%e/pectations

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Co#ponents of a Successful

Service Desk

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Co#ponents of a Successful Service

Desk

• +any factors influence howcustomers perceive theservice desk

• 2ompanies must constantly

monitor and manage – Their level of service – 2ustomer e/pectations

• 'our critical componentsmust be considered

– $eople – $rocesses – Technology – Information

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'igure ()A


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eople

• The first and most important component• The staff and structure put in place within a company or

department to support customers by performing processes• $art of a multi)level support structure

• Service desk – level one or tier one – the initial point ofcontact for customers when they have an incident or servicerequest

• 1evel one attempts to handle as many contacts or questions&incidents& and service requests as possible to ensure – 6conomical use of a company%s resources

– 2ustomer satisfaction as solutions are delivered more quickly

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eople

• Service desk team must promote and enforce privacy&security& and computer usage policies

• Ethics – the rules and standards that govern theconduct of a person or group of people

• Such rules and standards dictate& or provide guidance&about what is considered right and wrong behavior • Ethical behavior – conduct that conforms to generally

accepted or stated principles of right and wrong• 0 department or company%s policies dictate what is right

and wrong behavior • Governance ensures that the policies and processes

that drive right and wrong behavior are put in place andare correctly followed

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eople

• Service desks must continually align themselves with –


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rocesses

• The ne/t important component of a successful

service desk

• $rocesses determine the procedures people follow

relative to their specific area of the business• rocess – a collection of interrelated work activities

that take a set of specific inputs and produce a set

of specific outputs that are of value to a customer

• rocedure – a step)by)step& detailed set ofinstructions that describes how to perform the tasks

in a process

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rocesses

• 2ommon service desk processes !discussed in 2hapter A"include – Incident management – ;equest fulfillment – 0ccess management

– Service level management

• The rigorous& consistent use of processes leads to customerconfidence& employee satisfaction& and process improvement

• Today& it is not enough to do things rightC companies must dothe right things right

• $rocesses must be continuously fine)tuned and occasionallyredesigned to ensure that customers% ever)rising e/pectationsare met

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Technolo(%

• 2ommon service desk tools !discussed in 2hapter D" include: – Incident management systems – Enowledge management systems – Self)service systems – Telephone systems – Web)based systems

• +any companies require Bob candidates meet predefinedcomputer literacy standards

• >n)the)Bob training focuses on the specific tools the companyuses

• The most successful people in a service desk combinebusiness& soft& and self)management skills with proficiency atusing the company%s tools

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Infor#ation

• The fourth integrated component is infor#ation – data that isorgani.ed in a meaningful way

• $eople need information to do their work• +anagement needs information to control& measure& and

continually improve processes• Tools and technology are useless if they do not provide and

produce meaningful information• The data people collect becomes information that is used to

– Track outstanding incidents and service requests – +easure individuals% performance& the overall performance of

the service desk& and customer satisfaction• 'ailing to record events and activities accurately and

completely can have negative results for the department orcompany& the service desk& and the service desk employee

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Custo#er Service

The 'otto# $ine

• 3igh)quality customer service is the goal of everycustomer)oriented company or department

• Custo#er service – ensuring customers receivema/imum value for the products or services they

purchase• -alue – the perceived worth& usefulness& or

importance of a product or service to the customer • 2ustomers% definitions of value are influenced by

every service encounter they e/perience• 6very contact a customer has with a service desk is

an opportunity for the company to enhance itscustomer service image

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Custo#er Service

The 'otto# $ine

• 2ustomer service does not mean giving customers everything theyask for& whenever they ask for it

• +anaging customer e/pectations leads to customer satisfaction• Custo#er satisfaction – the difference between how a customer

e/pects to be treated and how the customer perceives he or she

was treated• +anaging e/pectations involves communicating what the servicedesk can and cannot do to meet customer needs& given availableresources

• Service desks that do no manage customer e/pectations may: – $romise more than it can deliver

– ?eliver more than it promises& which raises the bar – $romise one thing and deliver something else – Fot promise anything specific& leaving the customer to set e/pectations

• 0ny of these scenarios may lead to customer dissatisfaction

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Custo#er Service

The 'otto# $ine

• 2ompanies that provide world class customer servicework diligently to determine what services are importantto their customers and how customers e/pect services tobe delivered

• These companies are gaining market share andincreasing the si.e of their client base by deliveringsuperior customer service and support before and afterthe customer purchases or uses a product

• 2ustomers increasingly use customer service todifferentiate companies and products& leading to an ever)increasing demand for quality service

• 6stablishing a responsive& competent service desk is nolonger an optionC it is a critical factor for success

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Su##ar%

• 0 vastly increased dependence on computingtechnology has created a tremendous demand fortechnical support

• 0 well thought)out and properly implemented service

desk provides a primary mechanism for measuringand managing the delivery of technical andcustomer support services to customers

• $eople& processes& technology& and information arethe tightly integrated components that contribute to

the success of a service desk• 3igh)quality customer service is the goal of every

customer)oriented company or department

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' (uide to Service Desk

Concepts) *ourth +ditionChapter 2

Service Desk ,perations


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Objectives

• Dierent t!pes o$custoer service andsupport or"ani.ations

• Coponents o$ a servicedesk ission

• /o#e and operation o$interna# service desks

• /o#e and operation o$eterna# service desks

• o si.e inuences aservice desks operation

• ene&ts and cha##en"eso$ centra#i.ed anddecentra#i.ed service

desks• ene&ts and cha##en"es

o$ ana"in" a servicedesk as a cost center ora pro&t center

• /o#e o$ outsourcin" in thesupport industr!

• o the service deskode# is evo#vin"

In this chapter !ou i## #earn

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T%pes of Custo#er Service and

Support Or(ani.ations

• 2ustomer service and support organi.ations e/ist toensure customer satisfaction

• The specific services offered and the operatingcharacteristics such as type& si.e& and structure vary&depending on the needs of the customers

• Types of customer service and support organi.ationsinclude:

– 2all centers – 2ontact centers – 3elp desks – Service desks

Understanding these characteristics will enable you to seek out opportunities

that align with your career goals and broaden your resume.

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T%pes of Custo#er Service and

Support Or(ani.ations

• The service desk:

– $lays a critical role

– +ay be the only contact that a technology userhas with an IT organi.ation

– 2annot function independently

– +ust build positive working relationships with

other parts of the organi.ation

– Is often structured in a #ulti/level support

#odel

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)ulti/level Support )odel

• The service desk refers incidents it cannot

resolve to the appropriate internal group&

e/ternal vendor& or subject #atter e0pert

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Service Desk )ission

• Service desks can fall prey to the 4all things to all

people5 syndrome without a clearly defined mission

• Service desk #ission – a written statement that

describes: – The customers the service desk serves

– The types of services the service desk provides

– 3ow the service desk delivers those services

• Two principal types of service desks are: – Internal service desks

– 6/ternal service desks

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Internal Service Desks

• 3istorically& IT departments focused solely ontechnology and on ensuring systems were 4up andrunning5

• IT departments are now being challenged to function

as an internal service provider • IT must:

– Supply competitively priced services – 0cknowledge that it is a customer service

organi.ation and provide a high level of service to itscustomers

• The IT service desk provides company employees asingle point of contact within the IT department

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• +ost IT service desks:

– Strive to resolve a high percentage of reported

incidents at the first point of contact

– Take onership of incidents& whether or not theycan resolve them

• 0dditional service desk activities include:

– Training

– Fetwork and system administration

– ;equest fulfillment

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• Some internal service desks operate very informally

• >thers have very formal processes and require users tofollow clearly defined procedures to obtain services

• Some have Service $evel A(ree#ents !S$As" with

their customers• S10s:

– 3elp set customer e/pectations

– 6nable the service desk to know its limits

– 3elp build and manage the relationship between aninternal IT service provider and its customers

– 3elp balance customer demands with the costs associatedwith meeting those demands

SLAs are agreements, not legally binding contracts.A*


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E0ternal Service Desks

• 6/ternal service desks support customers who buy

their company%s products and services

• Services provided:

– @ary by industry and by the role of the service desk – +ay include pre) and post)sales support

• 6/ternal service desks contribute to corporate

growth and profitability by:

– 2apturing and sharing customer feedback withother groups

–


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Si.es of Service Desks

• Service desks range in si.e from small to large

• The si.e of a service desk is determined by

– Its mission

–The scope of its responsibilities• Small service desks have anywhere from one to (-

people on staff

• 1arge service desks vary in si.e& depending onwhether they are internal or e/ternal

• 1arge internal service desks have more than *Dpeople on staff& whereas large e/ternal servicedesks can have as many as several hundred people

AA

Medium service desks have between 10 and 25 people and

can take on the characteristics of both small and largeservice desks


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S#all Service Desks

Pros• Can e "rati$!in" to

peop#e ho are – i"h#! otivated

– ,r"ani.ed

– Capa#e o$ ana"in" stress• +na#es peop#e to "et to

kno their custoers andunderstand their needs

• ,er the opportunit! to

per$or a diversit! o$tasks and asse#e aroad ase o$ ski##s

Cons• end to e peop#e-

dependent

– a! e aected hen

peop#e #eave or are out

• a! &nd it di:cu#t to

provide ade;uate trainin"

• a! not have too#s thatena#e the to capture

kno#ed"e andin$oration

• end to e ore in$ora#

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$ar(e Service Desks

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$ar(e Service Desks

Pros

• +na#e peop#e to ork ina tea settin"

• ,er trainin" andadvanceentopportunities

• ,er peop#e theopportunit! to specia#i.e)

or) to e a "enera#ist• +pose peop#e to an!

too#s and est practices

Cons

• a! #ack the discip#inethat a #ar"er ork

$orce needs• ,r) a! e etree#!

per$orance oriented

• Can e stress$u#

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Service Desk Structures

• 2entrali.ed service desk

– >ptions include:

• 1ocate all analysts in a single location

• Hse technology to establish a virtual service desk• ?ecentrali.ed service desks

– >ptions include:

• $ocal service desks

• ;egional service desks

• Follo the sun

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Centrall% Decentrali.ed

Service Desks

• >ften used by large companies• 2ombines a single& central service desk with multiple&

speciali.ed service desks• 2ustomers contact the central service desk first

• If necessary& tools and processes are used toseamlessly transfer the customer to the appropriatespeciali.ed service desk

• 2ustomers do not have to determine what service deskto call

• Individual service desks can focus on their specific scopeof responsibility• Tria(e is used to determine a customer%s need and route

him or her to the appropriate support group

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Service Desks as Cost Centers or

rofit Centers

• Service desks can cost companies a

considerable amount of money

• ;egardless of si.e or structure& service desks

need many resources• Service desks may be run as cost centers or as

profit centers to pay for e/penses

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Service Desk E0penses

D*


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Service Desks as Cost Centers

• Cost center – budget items required to run the servicedesk are considered a cost !or e/pense" to the company

• +ain obBective is typically to minimi.e and eliminatee/penses

• 2an result in 4hidden5 costs – 1ost productivity – $eer)to)peer support

• ;educes the need to: – Track e/penses in a detailed manner

– +arket services and generate new customers

• To control costs& many services desk limit service – Support only certain products – 1imit their hours

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Service Desks as rofit Centers

• rofit center – the service desk must cover its e/penses and&perhaps& make a profit by charging a fee

• 'ee is often based on the company%s actual cost to provide theservices& plus a reasonable profit margin

• Internal service desks often establish the service desk as anoverhead e/pense – 6ach department is assessed a fee based on its need for services – 'ee might cover standard services – ?epartments can opt to pay for additional premium services

• 6/ternal service desks often establish detailed pricing structures

that allow customers to choose – 'ree services – 'ee)based standard services – $remium services

DA

S i D k C t C t


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Service Desks as Cost Centers or

rofit Centers

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Service Desk Outsourcin(

• >utsourcing – having service provided by anoutside supplier

• >utsourcing is a business sourcing strategy that

may be used to: – ;educe costs

– +ake more efficient use of resources

– 6nable e/isting resources to focus on the primary

purpose !core competency" of the business – 2ontracts are typically used to determine the

services that a supplier will provide

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D,


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G-


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• 6ngagements are now more successful

– 2ompanies better understand how to negotiate

and monitor contracts

– Suppliers now monitor contact volumes andproactively notify companies if contact volume is

• 3igher than usual

• 0pproaching a predefined threshold

– +any suppliers are offering incident preventionservices !e8g8& trend analysis and reporting"

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The Service Desk Supplier 1ole

• Suppliers offer a variety of services• 2harges to customers vary• 'requently suppliers are paid for performance

– +easurable indicators are spelled out in contracts

• Supplier employees must keep records of time and effort• ;ecords are used to create customer invoices and

measure employee performance• Success and profitability are based on the quality of

services staff delivers

– +any suppliers carefully screen applicants and providee/tensive training

• 2ompanies that outsource now understand they mustrigorously measure and manage supplier%s performance

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The Service Desk )odel

• 2ompanies are consolidating support services

– 'rom multiple decentrali.ed help desks to fewer helpdesks or a single& centrali.ed help desk

– 'rom help desks into service desks

• 'ueled by the number of companies adopting ITI1

• ITI1 views the service desk as vitally important

– $rovides guidance on how to ensure the service deskdelivers value

– ?escribes how to make the service desk an attractiveplace to work and retain people with the needede/perience and skills

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• 2ompanies are moving customer)related transactionsinto the service desk

• $rovides customers a single point of contact• 6nables the service desk to

– ?eliver a broader set of services – ?eliver faster service – Streamline processes by reducing handoffs – ;educe costs – 0void engaging level two and level three groups

unnecessarily – ?eliver services more efficiently and cost)effectively to

customers

• Technology is enabling further consolidation

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GD


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• Service desk industry is growing and changing

• >ne si.e does not fit all

• +any types and si.es of service desks e/ist

• $eople entering the industry can choose from arange of opportunities

• +ore service desk)related classes are available&

opportunities are growing• Service desk positions are available around the

world

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Su##ar%

• Hnderlying purpose of customer service and support organi.ationsis the same from one organi.ation to the ne/t – ensure customersatisfaction

• Services offered and operating characteristics such as type& si.e&and structure vary& depending on the needs of the company and itscustomers

• 2all centers& contact centers& help desks and service desks are alle/amples of customer service and support organi.ations

• 3elp desks and service desks tend to handle technology)orientedincidents and questions

• Service desks have a broader scope of responsibility – 0lso handle service requests and communications with customers

• 2ustomers contact service desks using a variety of channels&including the telephone& e)mail& and the Web

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Su##ar%

• Two principal service desk types are internal ande/ternal

• Within these two categories – Some organi.ations are small& others large –

Some centrali.ed& others decentrali.ed – Some are run as cost centers& others as profit centers

• 0ll have strengths and all have challenges• 0ll require different skills• $eople who consider these strengths and challenges

can determine the type of service desk opportunities that – Support their career goals – 6nable them to broaden their resume

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Su##ar%

• Service desk outsourcing is a common practice

• >utsourcing is a comple/ partnership aimed at

enabling companies to focus on their mission&

e/pand their services& and contain costs• The success and profitability of a supplier is

based on the quality of its services

– Suppliers carefully screen applicants and provide

e/tensive training

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Su##ar%

• 2ompanies worldwide are – 2onsolidating support services – 6volving help desks into service desks

• Trend is fueled by the number of companies

adopting ITI1• Service desk model challenges managers

throughout the company to move transactions thatdirectly involve customers into the service desk

• Technology is enabling further consolidation• 6nd result is that companies can

– ?eliver services more efficiently and effectively – Increase customer satisfaction

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A Guide to Service Desk

Concepts, Fourth Edition

Chapter 3

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Objectives

In this chapter you will learn:

• The principal service desk Bob categories

• The skills required to be a successful front)line

service provider • The management opportunities within the

service desk

• The supporting roles within the service desk• The characteristics of a successful team

Chapter 3 7*


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Introduction

• $eople in service desks play a variety of roles• $rincipal roles directly support customers and ensure their

satisfaction – 'ront)line service providers

– Service desk management personnel

• Supporting roles provide less direct customer support• 6ach role is important and requires a specific set of skills• Service desk%s si.e and structure reflect

– ;oles and responsibilities – 0dvancement opportunities within and beyond the service

desk – 0 company%s commitment to customer satisfaction and

willingness to invest in the service desk

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Introduction

• To have a successful career you must

– 2ontinuously assess your skills

– 2ontinuously develop new skills

– 2ontribute to the service desk team – @alue other team members% contributions

– $ossess a sincere desire to satisfy customers

and contribute to the service desk%s goals

Chapter 3 7A


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Sa#ple Service Desk Or(ani.ation


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Chart

Chapter 3 7G

Figure 3-1

Front/$ine Service rovider


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Front/$ine Service rovider

1esponsibilities

• 2ob responsibilities !see pages 9-–9("

correspond to:

–The responsibilities of the service desk

– The processes performed by the service desk

• rofessional responsibilities !see pages 9()

9*"

– ;eflect how members of the service desk team

are e/pected to conduct their Bob responsibilities

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1e*uired Skills

• 2ompanies look for people who: – enuinely enBoy helping other people

– Work well with others

• Training is used to develop needed technical orcustomer service skills

• ;equired skills include

–


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'usiness Skills

• 'usiness skills – the ability to understand andspeak the language of business and the ability to

analy.e and solve business problems

• Industry knowledge – skills that are unique to the

industry or profession the service desk supports

• Service industry knowledge – skills that are specific

to the customer service and support industry

– Hnderstanding the importance of meeting customers%needs

– Enowing how to manage customer e/pectations

Chapter 3 7,


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'usiness Skills

• bserve the activities that occur where you work

•


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'usiness Skills

• +ost employers do not e/pect employees new to theworkforce to have fully developed business skills

• They do e/pect – 6mployees to understand the role they play in achieving

business goals – Senior technical professionals to hone and use business

skills to quantify proposed proBects8 Techniques include• Cost benefit anal%sis – compares the costs and

benefits of two or more potential solutions to determinean optimum solution

• 1eturn on invest#ent !1OI" / measures the totalfinancial benefit derived from an investment and thencompares it with the total cost of the proBect

Chapter 3 9(


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Sa#ple Costs

and 'enefits

Figure 3-3

O C


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1OI Calculation

Chapter 3 9

Figure 3-4

T h i l Skill


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Technical Skills

• Technical skills – the skills people need to use andsupport the specific products and technologies theservice desk supports

• @ary based on customers% technical needs

• 2omputer literacy skills are e/pected – 6ven for entry)level positions

• Enowledge of support technologies !e8g8& telephonesystems& incident management systems& knowledgemanagement systems" is e/pected when candidates

have support industry e/perience – +ost companies train people on their specific

systems

Chapter 3 9A

T h i l Skill


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Technical Skills

• Ways used to assess candidates% technical skillsinclude

– 6ducation

– 2ertification – 0sking questions

– Testing

– $roblem solving

Chapter 3 9D

S ft Skill


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Soft Skills

• Soft skills – the qualities that people need to

deliver great service

– 0ctive listening

– @erbal skills

– 2ustomer service skills

– $roblem)solving skills

– Temperament

– Teamwork skills

– Writing skills

Chapter 3 9G

S ft Skill


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Soft Skills

• ;ecogni.ed as the most basic and important skillsrequired

• Enowing how to get along with people and

displaying a positive attitude are crucial for success

• 6nable companies to be competitive and enable

people to

–


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Soft Skills

• ?ifficult to assess in interviews

• Ways to assess candidates% soft skills include

– ;ole playing

– Writing samples – $ast e/perience

– Testing

–2ertification

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S lf ) t Skill


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Self/)ana(e#ent Skills

• Self/#ana(e#ent skills – the skills people need tocomplete their work effectively& feel Bob satisfaction&and avoid frustration or burnout

– Stress)management skills

– Time)management skills – >rgani.ational skills

– 1earning and knowledge acquisition skills

• ?ifficult to assess during interviews

• 6mployers may use techniques similar to thoseused to assess soft skills

• ;equire ongoing self)assessment

Chapter 3 9,

Service Desk )ana(e#ent


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Se ce es a a(e e t

ersonnel

• Si.e of service desk determines layers ofmanagement required

• Some front)line staff report directly to a manager

• Some have team leaders or supervisors whohandle day)to)day operations

• +anagers focus on more strategic activities

such as planning& preparing budgets& and

improving service

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Service Desk )ana(e#ent


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(

ersonnel

• 1arger service desks may assign one or morepeople to each manager position

• In smaller service desks& a single person may

take over the duties associated with severalmanagement positions

– Senior Service ?esk +anager

– Service ?esk +anager

– Service ?esk Supervisor or Team 1eader

Chapter 3 ,(

1 i d Skill


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1e*uired Skills

• 6mployers look for skills related to theparticular management position

–


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Supportin( 1oles

• 'ront)line and management staff rely on others for – Tools – $rocesses – Information

• >ne person may perform a number of supportingroles• 0 number of people may share responsibilities• Some service desks dedicate people to these roles

• Some rotate analysts and specialists through theseroles• Supporting roles create a diversity of opportunity in

the service desk and help to retain valued people

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p (

Chart ith Supportin( 1oles

Chapter 3 ,A

Figure 3-7

3noled(e )ana(e#ent S%ste#


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( ( %

Ad#inistration

• 3noled(e #ana(e#ent s%ste# !3)S" – a set of tools anddatabases used to store& manage& and present informationsources – $rovides the information sources people need to make decisions

and complete their tasks

• E+S databases may be referred to as knoled(e bases orknon error databases

• 3non error – a problem that has a documented root causeand a workaround

• Enown errors are created and managed by the problemmanagement process

• Enowledge management systems are created and managed bythe knowledge management process

• 3noled(e en(ineer !see page ,9" – develops and overseesthe knowledge management process and ensures that theinformation contained in the knowledge management system isaccurate& complete& and current

Chapter 3 ,D

4etork )onitorin(


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4etork )onitorin(

• 4etork #onitorin( !see page ,," – activitiesthat use tools to observe network performance

in an effort to minimi.e the impact of incidents

• Fetwork monitoring tools include remotemonitoring and network management systems

• 1evel one analysts and specialists may use

these tools

• Some companies establish a separate function

Chapter 3 ,G

Service )ana(e#ent and


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(

I#prove#ent

• Service #ana(e#ent and i#prove#ent !see page (--" – activities such as

– +onitoring service desk performance

– Identifying and overseeing improvements• 1arger service desks may assign one or more

people to these tasks

• Smaller service desks may have

management or staff perform on a part)time

basis

Service management and improvement are the hallmark of a world class

customer service and support organization. hese companies understand the

adage !you can"t manage what you aren"t measuring.#

Technical Support


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Technical Support

• Technical support !in the conte/t of the servicedesk& see page (-(" ) maintaining the hardwareand software systems used by the service desk

• 1arger service desks may have one or morepeople provide technical support

• Smaller service desks may have managementand staff perform on an as)needed basis

• Some organi.ations have level two staff performsome of these tasks or work with the servicedesk%s technical support team

Chapter 3 ,9

Trainin(


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Trainin(

• Some service desks rely on company%s trainingdepartment

• Some have a dedicated person or team

• ;epresents formal training

– In addition to daily cross)training and mentoring• 'ocuses on the special needs of the service desk team

– 0ddresses the required business& technical& soft& and self)management skills

• $erson or team may !see pages (-()(-*":

– ?evelop programs

– Work with other support groups to create programs

– 0cquire programs from commercial sources

,,Chapter 3

Characteristics of a Successful


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Service Desk Tea#

• 2haracteristics of a successful team& and ofsuccessful team players& include

– 0bility to collaborate

– 6ffective communication – 6nhanced capability

– 2onsensus sought and reached

– Sense of commitment

Chapter 3 (--

Su##ar%


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Su##ar%

• Service desks are rewarding and e/citing

places to work and offer a variety of roles

– 'ront)line service providers

– Service desk management

– Supporting roles

• $rimary service desk responsibilities are to

– $rovide a single point of contact

– ?eliver value to customers

– 2apture and distribute information

Chapter 3 (-(

Su##ar%


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Su##ar%

• $eoples% Bob responsibilities correspond to theservice desk%s responsibilities

• $rofessional responsibilities involve being

professional and ethical at all times• ;equired skills include

–


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Su##ar%

• The si.e of a service desk determines

– 3ow many layers of management it requires

–The supporting roles it has in place

• 0ll members of the service desk must work

as a team to meet their goals

– Fo single person can know it all or do it all

• In the support industry& the goal is clear:

satisfy the customer

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Chapter 4 %


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Objectives

• In this chapter you will learn: – The anatomy and evaluation of processes

– 3ow to use process frameworks and standards

– The leading quality management frameworks and

standards – The leading IT service management frameworks and

standards

– The most common processes used in service desks

– $rocesses that support the service desk and enablequality improvement

– Why processes are important

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The Anato#% of rocesses

• $rocesses enable people to

– Enow the e/pected results of their efforts

– 6nsure their efforts are tied to business goals

• Hnderstanding an overall process enablespeople to

– Hnderstand the importance of completing asingle task

– Enow the work they are doing is necessaryand valued

– Enow why they are doing that work

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• $rocesses and procedures e/ist in every servicedesk and in every business

• $rocess – a collection of interrelated work

activities that take a set of specific inputs andproduce a set of specific outputs that are of valueto the customer

• $rocedure – a step)by)step& detailed set ofinstructions that describes how to perform the

tasks in a process• 6ach task in a process has a procedure thatdescribes how to do that task

• $rocesses define what tasks to do& proceduresdescribe how to do the tasks

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Figure 4-1

Chapter 4 -


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• 'lowcharts are often used in business tooutline processes

• 'lowcharts show how tasks areinterconnected

• 2ommon flowchart symbols – >n $age 2onnector – Task – $redefined process – ?ecision – Fo result – =es result – StartJStop

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Evolution of rocesses

• 2oncept originated in (77G – 0dam Smith – principle ofthe division of labor – The same number of workers is more efficient and

productive when each performs one simple& speciali.edtask rather than all the tasks in a process

• Today%s workers are more educated and self)motivated• $eople are assigned greater responsibilities and

empowered to make decisions about how to do work• Workers complete all or most of the procedures

required to perform a process – 0t a minimum& they understand the overall process

!even if they don%t complete all procedures"

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Evolution of rocesses

• Hnderstanding the overall process enables workers to – See where their Bobs fit into the process – See how their contributions works with those of others to

produce the desired result – 3elp eliminate bottlenecks and unnecessary tasks

– ;espond quickly to changing customer needs8 – See how changing one procedure may affect the ne/t

procedure

• Workers% greater understanding of processes alsomeans companies can use simpler processes which are

– +ore efficient – 1ess prone to error – 1ess e/pensive

A strong business trend is to use business process management programs to

achieve simpler, more efficient, and more effective processes. (((


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5sin( rocess Fra#eorks and


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Standards

Frameworks Standards

Descrie est practices= De&ne an a"reed-uponrepeata#e a! o$ doin"soethin"=

ack the andator! contro#sneeded $or an or"ani.ation todeonstrate cop#iance=

>ist andator! contro#s thatan or"ani.ation ust have toe certi&ed=

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Standards

• Types of frameworks and standards that IT

organi.ations may use to manage and support

information technology and continually improve

the quality of their services include: – Kuality management and improvement

– IT service management

– IT governance

– $roBect management

• The service desk plays an important role in

quality management and IT service management

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I#prove#ent Fra#eorks and

Standards• 'ocus on the ongoing management and improvement of

an organi.ation%s processes and performance and itsability to satisfy customer requirements

• 1e*uire#ent – something that is necessary or essential

• 6ualit% – a characteristic that measures how wellproducts or services meet customer requirements

• 0ctivities include developing& documenting& andimproving processes in an effort to

– 2ontinually improve

– Improve business opportunities

– ;eceive awards

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IT Service )ana(e#ent Fra#eorks

d St d d


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and Standards

• 'ocus on – The management of IT services

– 6nsuring the quality of those services

• Hnique to the IT department and companies thatdeliver IT)related services

• Include processes performed by the service

desk

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Infor#ation Technolo(%

I f t t $ib !ITI$"


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Infrastructure $ibrar% !ITI$"

• Information Technology Infrastructure 1ibrary!ITI1" – a set of best practices for IT service

management

•$rovides guidance organi.ations can use to – 0dopt a service)oriented approach to managing

IT services

– +eet customer needs by managing IT services

as efficiently and effectively as possible

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Infrastructure $ibrar% !ITI$"

• 2onsists of five books that reflect the lifecycle of an ITservice – Service Strategy – Service ?esign – Service Transition

– Service >peration – 2ontinual Service Improvement

• 2overs more than *- processes that are responsible forthe provision and management of effective IT services

• ?escribes the teams or functions within IT that e/ecutethose processes – The service desk is described in detail in the Service

Operation book

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!)OF"

• )icrosoft Operations Fra#eork !)OF" – acollection of best practices& principles& and modelsthat offers guidance to IT organi.ations formanaging their IT services

• Introduced by +icrosoft in (,,,• ffers practical& question)based advice

• @iewed as more prescriptive than ITI1

• +any organi.ations use +>' in conBunction withITI1 when they want to understand how to achieve abest practice that may be described in ITI1

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• ISO9IEC :8888 – an international standard for ITservice management

• $romotes an integrated process approachcompanies can use to deliver IT services that meet

business and customer requirements• $rocesses are performed by all of the various

groups within IT

– Some& such as incident and problem management&

are performed by the service desk• >riginally based on ITI1& standard is much more

specific and succinct

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• +any companies use techniques from multiple frameworks andstandards to develop their own approach

• Hsing multiple frameworks and standards is possible because – The vocabularies are fairly consistent – The process maturity lifecycle represented by each is essentially

the same

• $rocesses must be – DefinedL$urpose& obBectives& and goals must be clearly stated – Docu#entedL0ssociated procedures and vocabulary must be

published – )ana(ed via perfor#ance #etricsL$rocesses must be

monitored and measured to ensure conformance to requirements – Continuall% i#provedL$rocesses must be continually refined to

meet new and changing requirements

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Desks

• 0 successful service desk must perform severaltightly integrated processes to achieve customersatisfaction

• $rocesses are integrated because the output of one

process might be the input to another• The process most commonly found in a service desk

– 0re all defined in ITI1 and IS>JI62 *----

– 0re needed to manage and support IT services and

ensure customer satisfaction – 6nable the service desk to work more efficiently andeffectively

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Desks

Chapter 4 -


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(

• >bBective is to restore service as quickly as possible in aneffort to minimi.e the impact of incidents on businessactivities –


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(

• a! inc#udeanserin"questions andinquiries

• Incidents) ;uestions)and in;uiries – /epresent var!in"

de"rees o$ ipact – Speak dierent#! to

product and copan!

per$orance

Incident managementactivities

•Incident identi&cation•Incident #o""in"•Initia# dia"nosis•Incident esca#ation•Investi"ation anddia"nosis•/eso#ution and recover!

•Incident c#osure•ana"eent revie

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(*,

Incident )ana(e#ent rocess


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(

• $rocedures& along with a company%s policies&clearly define how to perform each step in theprocess

• 2ompanies may define policies with regard to

issues such as: – 2ustomer entitlement

– Incident categori.ation and prioriti.ation

– Incident escalation

– Incident ownership

– Incident notification

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• Custo#er entitle#ent – the determination ofwhether the customer is authori.ed to receivesupport and& if so& the level of support the customershould receive

• Internal service desks rarely determine entitlement

• 2ompanies that charge for all or some services verify – The customer%s contract is current – The customer is entitled to the requested level of

support

• +ay consist of asking the customer for a product key&customer I? or contract number& or personalidentification number !$IF"

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(

• Cate(ori.ation – recording the type of

incident being reported

– >ften a multi)level approach

– +ay be referred to as a subBect tree

• The correct category is critical as it is used in

a variety of ways !see page (D"

• Specific incident categories vary amongorgani.ations and are based on each

organi.ation%s services& systems& networks&

and productsChapter 4 -


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• $rioriti.ing the incident is equally important• riorit% – defines the relative importance of an incident&

problem& or change and is based on impact and urgency• I#pact – the effect an incident& problem& or change is

having on the business – +any organi.ations define a set of procedures for handling

#ajor incidents that are causing significant businessimpact

• The service desk ensures all activities are recorded andusers are kept informed

• 5r(enc% – a measure of how long it will be until anincident& problem& or change has a significant impact onthe business

• $riority determines the order in which incidents arehandled

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• 2riteria for determining impact& urgency& priority&and target resolution time are typically defined inS10s or an organi.ation%s policies andprocedures

• Tar(et resolution ti#e – the time frame withinwhich the support organi.ation is e/pected toresolve the incident

• Tar(et response ti#e – the time frame within

which the service desk or level twoacknowledges the incident& diagnoses theincident& and estimates the target resolution time

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• >ccurs when the service desk – Is unable to resolve an incident – 1acks the authority needed to resolve the incident – Is unable to find a workaround during initial diagnosis

• Escalation ) raises an incident from one level toanother to dedicate new or additional resources• Incident priority influences how quickly incidents are

escalated• 6scalation ensures

– Incidents are resolved in the most efficient and cost)effective manner possible

– 0ppropriate incident notification activities occur

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Incident Escalation

• +sca#ation a! e ased on a target escalation time %a tie constraint p#aced on each #eve# that ensuresreso#ution activities are proceedin" at an appropriatepace

• +ach #eve# has speci&c responsii#ities and activities ?seepa"es 140-142@

(9

Incident Onership


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• Incident oner – an employee of the supportorgani.ation who

– 0cts as a customer advocate

– $roactively ensures the incident is resolved tothe customer%s satisfaction

(,

Incident Onership


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• The incident owner – Tracks incident status

– When possible& identifies related incidents

– 6nsures the incident is correctly assigned – 6nsures appropriate notification activities occur

–


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• Informs all stakeholders in the incidentmanagement process about the status of

outstanding incidents

– +anagement& the customer& the service desk

• 2an occur when an incident

– Is reported or escalated

– 3as e/ceeded a predefined threshold

– Is resolved

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• 0ppropriate when – The incident is e/tremely severe – The incident priority has changed – The target resolution time has been or is about to be reached – ;equired resources are not available

– The incident has been transferred repeatedly – The customer e/presses dissatisfaction

• +anagement notification goals include – +anagement knows the current status of high priority incidents

and incidents that have e/ceeded a predefined threshold – +anagement has sufficient information to make decisions

– +anagement actions are recorded

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• 0ppropriate when – The incident priority has changed – The target resolution time will not be met – 2ustomer resources are required to implement a solution

– The incident is a high priority and Bustifies frequent statusupdates – The customer has been promised status updates at certain

times – The customer was dissatisfied with earlier solutions – The incident is resolved

• oals include – 2ustomer knows the current status – 2ustomer comments or concerns are recorded and

addressed – 2ustomer satisfaction is verified before an incident is closed

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Chapter 4 %


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• roble# #ana(e#ent – the process responsible formanaging the lifecycle of problems – 2hronic hardware failures& corrupt files& software errors or

bugs& and human error

• >bBectives are to – +inimi.e the impact of incidents – 6liminate recurring incidents – $revent problems and their resulting incidents

• 0chieved by analy.ing the root cause and determiningboth temporary !workarounds" and permanent resolutions

• 1oot cause – the most basic reason for an undesirablecondition or problem& which if eliminated or corrected&would prevent it from e/isting or occurring

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• ITI1 views incident and problem management asseparate and distinct because

– ;oot cause analysis often prolongs the

restoration of service

• >rgani.ations strive to first restore servicesLvia

incident managementLand then later determine

the root cause

– Fot all incidents require root cause analysis

• The root cause may be obvious

• ;oot cause analysis may not be Bustified

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rocess

Prolemmanagement

activities

•


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• The service desk contributes to and uses problemmanagement through its integration with incidentmanagement

• $roblem management uses incident)related dataL

captured by the service deskLto investigate anddiagnose the root cause

• $roblem management identifies known errors andworkarounds the service desk can use to resolve andreduce the impact of incidents

• Enown errors are created as soon as it becomesuseful to do so& even if only for information purposes

• $roblem management maintains the known errordatabase

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• ;oot cause analysis techniques include

–


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Sample Cause and Effect (Ishikawa) iagram

Chapter 4 -


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Sample !aret" Chart

Chapter 4 -


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Sample #""t

Cause C"des

roble#

Investi(ationand Dia(nosis

1e*uest Fulfill#ent rocess


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• 1e*uest fulfill#ent – the process responsible for managingthe lifecycle of service requests – ;eset a password& install pre)approved software& set up a new

employee within an organi.ation& provide access to an IT service

• >bBective is to provide technology users a channel to requestand receive standard services

• ITI1 distinguishes between a request for 4standard5 servicesLthat is& a service requestLand a request for change

• Service request must meet predefined prerequisites – 1ow risk – $reapproved

– ?ocumented procedures• 1arger& higher)risk& or infrequent changes are handled by the

change management process

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• Integrates closely with the access management• Access #ana(e#ent – the process responsible for

granting authori.ed users the right to use a servicein accordance with the company%s security policies

while preventing access to nonauthori.ed users8• Service desk%s role in access management varies

• Typical activities performed by the service deskinclude

– ;eceiving and validating access requests – ranting access

– ?etecting access)related incidents

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Fulfill#ent

rocess!equest ful"llmentactivities

•/e;uest entr!

•'pprova#

•*u##ent

•/e;uest c#osure

•ana"eent revie

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• Some organi.ations use the same process tomanage incidents and service requests

• +any find sufficient differences to warrant

separate processes such as

– Feed for management approval

– $rioriti.ation

– $erformance reporting and impact

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• 3noled(e #ana(e#ent ) the process responsiblefor gathering& storing& and sharing information andknowledge within an organi.ation

• >bBective is to provide access to the reliable andsecure data& information& and knowledge

organi.ations need to –


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3noled(e )ana(e#ent rocess


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• Enowledge engineer – 0pproves or reBects information

– 6nsures analysts can quickly and easily retrieve

information and resolutions

• 6ffective knowledge management enables

service desk to solve a greater number of

incidents and service requests quickly and

accurately

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• The service desk – Hses the E+S to resolve incidents& problems&

and service requests

– ?ocuments resolutions and procedures and

submits them to the knowledge engineer for

review and approval

– +akes suggestions to the knowledge engineer

about needed information

– $romotes awareness of the E+S to others

• 2ustomers& level two staff& and level three staff

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• 0 knowledge management strategy – ?efines the scope of the knowledge management

system

– 6nsures clear policies are defined

– 6nsures resources are allocated !human& financial&technological"

– 0cknowledges that informal knowledge sharing andcollaboration are essential

• 2ommunities of practice !2o$s"

• +entoring programs

• Webinars& wikis& blogs& social media

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• Chan(e #ana(e#ent – responsible for controllingthe lifecycle of changes& enabling beneficial changesto be made with minimal disruption to IT services

• >bBective is to ensure changes made to IT services

balance – ;isk

– ;esource effectiveness

– $otential disruption to customer service

• 2hange management is the 4control5 process used tomanage the transition of new or upgraded hardware&software& network& and application components fromthe development environment to the productionenvironment

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• 2hange management activities include

– 2hange recording and review

– 0ssessment and evaluation

– 2hange authori.ation

– 2oordinating change implementation

– 2hange review and close

– +anagement review

he %%L release and deployment management process integrates with change

management and is responsible for planning and managing the rollout of

significant changes+such as a new operating system+across an organization.

Ch


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Chan(e

)ana(e#entrocess

Chan(e )ana(e#ent rocess


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• Chan(e Advisor% 'oard !CA'" – supports theassessment& prioriti.ation& authori.ation& andscheduling of changes !ITI1 definition" – StandardLlow)riskLchanges may be delegated

to managers or the service desk for assessmentand approval

• +any companies hold regular 20< meetings todiscuss nonstandard changes

• 0ffected stakeholders attend these meetings• 2hanges are discussed in an effort to prevent

incidents and minimi.e risk and impact• Chan(e #ana(er – coordinates all change

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• Service desk role includes – $articipates in 20< meetings – ?etermines if service desk staffing levels& skills&

processes& or technologies need to be refined

– 0pproves changes when delegated the authority – 2ommunicates the calendar of upcoming changes and

planned outages – 1ogs standard changes submitted as service requests

and manages those service requests !standard

changes" throughout their lifecycle – Implements standard changes when responsible – 'ollows up with affected parties to ensure satisfaction

with changes when appropriate – Tracks incidents caused by change

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• Service asset and confi(uration#ana(e#ent – responsible for ensuring thatthe assets required to deliver services are

properly controlled& and that accurate andreliable information about those assets isavailable when and where it is needed

• >bBectives are to

– Identify and manage assets that are under thecontrol of the IT organi.ation

• 'inancial capital& people& processes&technology& knowledge and information

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• $rovides a central repository of data and information• Confi(uration #ana(e#ent s%ste# !C)S" – a set of toolsand databases for managing information about configurationitems and linking that information to related incidents&problems& known errors& changes& and releases

• >ften a logical& rather than a physical entity

• ?ata and information may reside in a number of physicaldatabases !2+?


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Service asset andcon"gurationmanagement

activities

•Con&"urationidenti&cation

•Con&"uration contro#

•Status accountin"and reportin"

•Beri&cation and audit

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• Service desk does not usually have primaryresponsibility for this process

– +ay in a smaller company

• roups responsible for setting up and installing

new services& systems& and products usually

maintain the 2+S

• Service desk uses the 2+S

• +ay verify the information is up to date and willreport any inaccuracies to the appropriate group

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• The 2+S provides essential information to anumber of processes

– Incident& problem& knowledge& and change

management


• In turn& these processes provide information that

ensures that the information stored in the 2+S

remains accurate and complete

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• $rocesses key to the success of the servicedesk include

– Incident& problem& knowledge& change& and

service asset and configuration management


• These processes are

– 0ll important

– @ery tightly integrated

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Several processes• 0naly.e the data andinformation captured by both theservice desk and other parts of

the IT organi.ation•Hse that data and information to

– 3elp manage the relationshipthe IT organi.ation has withits customers

– +a/imi.e customersatisfaction – 6nsure the IT organi.ation is

delivering value to thecompany and its customers

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• Service level #ana(e#ent ) the process ofnegotiating and managing customer e/pectations byestablishing Service 1evel 0greements !S10s"

• S10s spell out – Services the IT organi.ation – including the service

desk – will provide to the customer – The customer%s responsibilities – 3ow service performance is measured

• S10s

– 3elp ensure a common level of e/pectation – $rovide performance obBectives – Identify needed reports

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• 'usiness relationship #ana(e#ent –responsible formaintaining a positive relationship between a serviceprovider and its customers

• 'usiness relationship #ana(er ) employee who – 3as in)depth knowledge of a specific customer community – +aintains relationship with customer – +ay be known as account managers – Takes the lead when a customer%s incidents& problems& or

service requests require special attention – ;eviews reports

– +onitors customer satisfaction – 6nsures complaints related to the overall quality and

relevance of services are being analy.ed and addressed

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• Trend anal%sis – a methodical way of determining and&when possible& forecasting service trends• Trends can be positive

– ;eduction in the number of 4how to5 questions after animproved training program

• Trends can be negative – ?ramatic increase in call volume after a new product isintroduced

• Works hand)in)hand with root cause analysis• Hsed reactively to solve incidents and problems

• Hsed proactively to identify improvement areas• +ay be performed by highly skilled statisticians or

members of the service desk team

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• Trend reports often validate the 4hunches5 offront line staff ‑

• Trend and root cause analysis

– ;equire the data captured by service desks

– 6nable a service desk to

• +inimi.e the impact of incidents

• $revent incidents

• 6nhance its productivity& its customers%productivity& and its customers% satisfaction

y combining the data captured by the service desk with data

captured by other parts of the % organization, a service

provider can improve the overall -uality of its services. (9-


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• $rocesses are designed to – ?efine clearly the work to be done

– 2larify roles and responsibilities

– 6nsure data is captured

– enerate information

• $rocesses are not static

• To remain effective they must be

– 2ontinually improved

– >ccasionally redesigned

Chapter 4 -


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• 2ompanies cannot afford to waste resources• With processes

– ;oles and responsibilities are clearly defined – $eople understand the e/pected results of what they do

!and can then determine how to achieve those results" – ;equired information is captured in a meaningful and useful

way

• Through analysis and understanding& informationbecomes knowledge

• Enowledge enables service desk staff to

–


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• $rocesses and procedures are an integral service deskcomponent

• $rocesses define what tasks to do& procedures describe how todo the tasks

• +any companies use e/isting frameworks and standards when

designing and improving processes• 'rameworks describe best practices that can be used to define

and continually improve a given set of processes• Standards contain a formal specification and list mandatory

controls an organi.ation must have in place to be certified• Kuality management and improvement frameworks and

standards include TK+& Si/ Sigma& and IS> ,---• IT service management frameworks and standards include ITI1&

+>'& and IS>JI62 *----

Chapter 4 -


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• Successful service desks must manage severaltightly integrated processes to achieve customersatisfaction

• Two vital processes are incident management and

request fulfillment• Incident #ana(e#ent – determines the priority

of an incident based on its impact and urgencyand then determines when and how to solve it

• 1e*uest fulfill#ent – provides a channel forusers to submit service requests as well as verifythat appropriate approvals are obtained andsatisfy the requests

Chapter 4 -


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• >ther important processes include – roble# #ana(e#ent ) helps to minimi.e the impact

of and eliminate incidents by determining their rootcause and by identifying both temporary andpermanent resolutions

– 3noled(e #ana(e#ent – helps organi.ations to bemore efficient and to improve the quality of decisionmaking by providing access to reliable and secure data&information& and knowledge

– Chan(e #ana(e#ent – allows changes to occur as

quickly as possible with the optimal amount of risk andimpact – Service asset and confi(uration #ana(e#ent –

facilitates the capture and maintenance of informationabout the assets underpinning IT services

Chapter 4 -


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• ;elationship management and quality improvementprocesses use the information produced by all ofthese processes and include

– Service level management

–


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• $rocesses and procedures are not static• 2ustomer requirements are constantly changing and

to be effective processes and procedures must be

– 2ontinually improved

– >ccasionally redesigned

• $rocesses and procedures enable people to

understand what they are e/pected to do

• $eople who understand the e/pected result can

determine the most efficient and effective way to

achieve it

Chapter 4 -


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Chapter 5

he echno#o"! Coponent

Service Desk oo#s and echno#o"ies

Chapter 5 (99

Objectives


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In this chapter you will learn:• 3ow technology benefits the service desk

• 2ommon technologies found in service desks

• The tools used by service desk managers• The relationship between processes and

technology

• The steps involved in selecting service desk

technology

Chapter 5 (9,

+o Technolo(% 'enefits the

Service Desk


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• The service desk uses a wide array of tools andtechnologies to do its work• Tools enable service desk staff to

– Work more efficiently and effectively – ;educe or maintain costs

– Increase productivity• Service desks often combine or integrate tools and

technologies• The tools and technologies a service desk uses depend

on

– The funding it has available – The number and comple/ity of the processes being

supported

Chapter 5 (,-


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+o Technolo(% 'enefits the

Service Desk


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$ne-time Costs• Consu#tin" $ees

• /e;uireentsde&nition) desi"n) and

deve#opent activities• ardare and so$tarepurchases) inc#udin"#icensin" $ees

• +ducation) aareness)

and trainin" pro"ras• 'dditiona# sta

$ngoing Costs• aintenance $ees

• p"rades andenhanceents

• Consu#tin" $ees) such as$or on"oin" iproveents

• ,n"oin" education)aareness) and trainin"

• ,n"oin" s!steadinistration and

support• S!ste inte"ration

activities

Chapter 5 (,*

Selectin( and I#ple#entin( Service

Desk Technolo(ies


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• Service desks choose tools based on – Si.e

– 2ompany goals

– Fature of business

– 2ustomer e/pectations• 0ll service desks can benefit from technology

• 0n effective approach is to implement technologyLeven if only simple technologyLwhile the service

desk is small• +ore sophisticated technology can be implemented

as the service desk grows

Chapter 5 (,

Selectin( and I#ple#entin( Service

Desk Technolo(ies


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• Tools and technologies used in most servicedesks include

– Telephone& email& fa/& Web)based systems

• Service desks must carefully manage customer

e/pectations of target response times for eachof these contact channels

• Service desks also use tools to recordcustomers% incidents and service requests

• +ost use incident management systems thatintegrate with knowledge management systems

Chapter 5 (,A

Telephone Technolo(ies and

Services


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• Telephone is primary way most service deskscommunicate with their customers

• Telephone will always play a role – Some customers do not have access to email or the Web – Some may be temporarily unable to access email or the

Web – Some prefer to interact with a human being

• ?uring a typical telephone call& analysts – 0sk questions – 6nter responses into a computer

– 0ssist the customer& often while using information from acomputer system

• Telephone technology automates many of these functions

Chapter 5 (,D

Telephone Technolo(ies


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• Boice overInternet


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• -oice over Internet rotocol !-oI" – systemstranslate voice communications into data and thentransmit that data across an Internet connection ornetwork

• -oice #ail – an automated form of takingmessages from callers

• Fa0 – an image of a document that is electronicallytransmitted to a telephone number connected to aprinter or other output device

– 'a/es can be sent and received via fa/ machines&multi)function printers& computers& or via email

Chapter 5 (,7



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• Announce#ent s%ste# – greets callers whenanalysts are busy and provides information

when customers are on hold

• Auto#atic call distributor !ACD" – answers a

call and routes& or distributes& it to the ne/tavailable analyst

Chapter 5 (,9



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• 02?s determine what calls analysts receive and howquickly they receive those calls

• 0n 02? console enables analysts to – 1og on at the start of a s

Documents

ITIL+Slides+Ch1-7