1. IT SERVICE MANAGEMENT : IMPROVEMENTPLANBYUDAY MISHRA ,GLOBAL IT SERVICE OPERATION MANAGER

2. AGENDA IT SERVICE OVERVIEW IMPROVEMENT CYCLE AREA OF STUDY TO IMPROVE REVIEW PROCESS DETAILS OF ACTIVITIES PLAN FOR REVIEW AND UPDATE THE PROCESS TIMELINES FOR DELIVERY WHAT NEXT 3. IT SERVICE OVERVIEW 4. IMPLEMENTATION / IMPROVEMENT CYCLEThe VisionWhere are wenowWhere we wantto beHow do we getthereHow can wesay we gotthereHow do wekeep goingBusinessObjectiveAssessment ,BenchmarksMeasurableTargetsProcessimprovementMeasurement andMetrics 5. DETAILS ON IMPLEMENTATION / IMPROVE CYCLECONTDWhat is the vision?The starting point for all of these activities is theculture and environment of the IT Service Team. Thepeople and the culture have to be appropriate andacceptable to improvement and change. Therefore,before attempting anything else, the culture withinthe service team needs to be reviewed to ensurethat it will accept and facilitate the implementation ofthe required changes and improvementsWhere are we now?Once the vision and high-level objectives have beendefined, then we needs to review the current situation,in terms of what processes are in place and the maturityof the organizationWhere do we want to be?Based on the current state assessment, and the visionand high-level objectives, a future desired state canbe defined. This will be achieved through SOP , RACIand detailed structured process implementation.How do we get there?A set of improvements should then be identified to moveforward from the current state to the agreed future state.A plan to implement these improvements should then bedeveloped, incorporating Service Transition and ServiceOperationHow can we tell when we have got there?A defined set of metrics needs to be utilized in orderto ensure that the desired future state is achieved.How do we keep going?Having improved, we now need to consolidate and moveon. The organization and the culture must recognize thatwe can always get better, and therefore must establish anenvironment of continual improvement. So, once we haveachieved the new desired state, we must review the visionand objectives, identify more improvement actions andrepeat the six-stage process again 6. REVIEW AREAS : EXISTING VS PLANProcess and SOPCreationServiceMeasurementOperationsReview service operation processesand put in place best practices, whereneededReview factorsaffecting quality ofservice. Draftprocesses and setreview metrics forcontinuousimprovementIdentify themeasures forhandling of ticketslogged. Regularizethese measures asprocesses. 7. IMPROVEMENT PLAN : FOCUS AREA(HOLISTIC VIEW)Procurement andDistribution ofLaptopsIT ServicesSetting up Global HelpDeskServicemeasurement SLAMetricsInventoryManagement 8. IMPROVEMENT PLAN : PHASED APPROACHIT Tool Configuration,Service Desk Setup,Creation of SOP and SSI,Roles and responsibilityService MeasurementSetup, Process integratingwith other departmentsInventory Management,Laptop Procurement anddeployment process 9. REVIEW AREAS : IN DETAILSOperationsNew Resource TrainingDocumentsRACI Metrics and EmergencyProcessService Desk Shifts andTimingsCommunication /CollaborationShift Handover ProcessRole Clarity for each ITOperations membersKnowledge TransferReview MechanismServiceMeasurementCall classification process(Categorization)Incident / Major IncidentManagementRCA Process anddocumentationSLA MeasurementIssue/Knowledge DatabaseReporting structure andfrequencySuccession PlanningCommunication SkillsService ProcessTrend Analysis as a ProcessRepetitive Calls / Know HowcallsScheduled Maintenance(Laptop / Servers / Upgrade)Problem ManagementFAQs for end users/ Self HelpApporachInterdependency with otherDepartmentProactive approach 10. ESSENTIAL ROLES TO BE CREATEDProcess OwnerService DesignmanagerIT Designer /ArchitectService CataloguemanagerAvailabilityManagerSecurity ManagerCapacity ManagerIT PlannerService LevelManagerCSI ManagerSupplier Manager 11. ROLES TO BE CREATED : CONTDProcess ownerA process owner is responsible for ensuring that theirprocess is being performed according to the agreed anddocumented process and is meeting the aims of theprocess definitionService Design ManagerThe key role and responsibilities of the Service DesignManager are covered throughout this publication and theyare responsible for the overall coordination anddeployment of quality solution designs for services andprocesses. Responsibilities of the role over and abovethose of line management of all people involved in ServiceDesignIT PlannerAn IT Planner is responsible for the production andcoordination of IT plansIT Designer/ArchitectAn IT Designer/Architect is responsible for the overallcoordination and design of the required technologyService Catalogue ManagerThe Service Catalogue Manager has responsibility forproducing and maintaining the Service CatalogueService Level ManagerThe Service Level Manager has responsibility for ensuring thatthe aims of Service Level Management are metAvailability ManagerAn Availability Manager has responsibility for ensuring thatthe aims of Availability Management are metIT Service Continuity ManagerThe IT Service Continuity Manager is responsible forensuring that the aims of IT Service ContinuityManagement are metCapacity ManagerA Capacity Manager has responsibility for ensuring that theaims of Capacity Management are metSecurity ManagerThe Security Manager is responsible for ensuring that the aimsof Information Security Management are metSupplier ManagerThe Supplier Manager has responsibility for ensuring that theaims of Supplier Management are metTo be finalized with Nishikant 12. SERVICE DESK PROCESSService DeskResolveRequest forclosureSOPService DeskManagerPillar LeadsMentorManagerOperationsEventQueryRequest forchangeServiceRequestKMDBNoYesProblemManagementChangeManagementApprovalProcessSupport Team 13. SERVICE OPERATIONSSTEADY STATE 14. ON BOARDING : NEW RESOURCETriggersConcernDocuments are notproperly placed /structured for Newjoinee in IT TeamAction PlanStudy the current onboarding process andupdate RACI as percompetencyDiscuss with seniorteam members andidentify on boardingrequirementsIdentify the gaps (if any)in the current processModify the templatesand draft a new onboarding process (ifneeded)ResultsBetter productivity ofNew JoinersLesser dependency withsenior members, thusfreeing up some ofLeads bandwidthrequired for managingnew comersMetricsProductivity trendreport of new joinersOutputOn Boarding ChecklistUpdated On Boarding DocumentsIdeal RACI metrics 15. INTERNAL COMMUNICATION /COLLABORATIONTriggersIssues with interdepartmentaldependencyAbsence/Delays inreporting by otherdepartments / runningprojectsAbsence of lead andlag timesActionsStudy the currentcommunication scenariosand methods at ABB Frequency & agenda ofInternal Meetings Frequency & agenda ofCustomer meetings Communication throughticket life-cycle Other co-ordinationscenariosIdentify pitfallsDevelop and implementmethods for plugging thesepitfallsResultsReduction in timespent on co-ordinationBetter governancewithin each teamMetricsIncrease in productivity Avg. no. of callsclosed per dayOutputDocument detailing current gapsand internally agreed solutions 16. ROLE CLARITY FOR LEADS : RACITriggersNo clarity onbandwidth of TLsTLs seem to lackownership? Need toidentify theirconstraintsActionsTalk to all TLs tounderstand theresponsibilities & thework TLs currentlydoTalk to IT Director tounderstand theresponsibilities & thework TLs currentlydoStudy the reportingtasks TLs doIdentify the changesrequired and draftclear responsibilitiesResultsTLs to be moreaccountableBetter co-ordinationwithin teamsMetricsIncrease inproductivity Avg.no. of calls closedper dayOutputService Desk TL Roles &Responsibilities documentCalendar with Reporting requirementsfrom TLs 17. REVIEW MECHANISMTriggersDelay in resolutionof Service RequestAvoid post-mortemafter escalationsActionsTalk to Nishikant andTLs to understandthe current callreview process /metrics andfrequencyDig into historicescalated calls tounderstand gapsEstablish process forcontinuous reviewand improvementAIM: Every call to getescalated internallybefore causing SLAbreachResultsReduction in numberof SLA Breach /escalationsMetricsEscalation MetricsOutputDocument on Review points and metricsDocumented process for periodic review 18. SERVICE MEASUREMENTKPI DEFINITION 19. REQUEST CLASSIFICATIONTriggersConcernsCorrect Classificationis not happening andcalls are gettingclosed withinappropriatepriorityActionsDiscussion with Teamto understand thecurrent process ofcall allocation &classificationDetailed ITSMstructure to becreated. This willhave all the details ofservice management.Draft the changesrequired (if any) inthe process, Postdiscussion with ITSMglobal managerResultsReduction in SLAbreachesReduction in timespent on moving thecall across levelsFinding the cause ofdelay to put thepoints for CSI.MetricsNo. of SLA breachesDaily summary ofopen tickets at eachstageOutputClear guidelines for call classificationDocumented process for classification ofcalls.Service Metrics 20. ISSUE/KNOWLEDGE DATABASETriggersService Deskconsultants needinputs for regularissues handledIssue and EscalationRegister to bemaintainedExisting Reports tobe lookedActionsAt present the KMDBstatus.Discussion is requiredwith Senior team tounderstand whereService desk requiretheir helpIdentify tasks that canbe documented toreduce dependenciesSetup a process forregular documentationResultsIncrease inefficiency ServiceDesk consultantsReduction in In-processingtime.Hence reduction incalls in processingMetricsIn-Processing callsDelay reasons ateach stepsOutputDocumentation of custom processesProcess for Documentation of key Day-to-Day issues 21. SERVICE REPORTINGTriggersReview of currentreports beingPopulated.ActionsTalk to Stakeholdersand understand thecurrent servicereporting structureReview the structureand contentSet right the reportingexpectationsIdentify changesneeded (if any) tobetter portray thedelivered servicesMake necessarychanges to regularreporting processResultsClear and betterReports as perfinalized frequencyService reports tobe aligned as perexpectationsMetricsCustomer feedbackon service reportingOutputNew/Amended templates for servicereporting 22. SUCCESSION PLANNINGTriggersNeed to free pillarsand Mentorsbandwidth so theycan concentrate onother new activitesActionsTalk to Stakeholdersto identify potentiallead candidates fromeach teamIdentify the tasks ofTL that can bedelegated to thispotential leadArrange for therequired KT fromlead to successorDraft it as a processResultsSenior Membershave bandwidth toconcentrate onquality of servicesIncreased sense ofownership bypotential leadMetricsTo be discussedwith IT SeniorManagementOutputIdentification of potential TLsDocument Roles & Responsibilities ofpotential TLs 23. USERS INTERACTIONTriggersCommunication withusers in effectivewayActionsAnalyze in detailconcerns whileresolving issuesIdentify commoncommunicationerrors (if any)Identify areas wheretemplates can becreated forcommunicationCo-ordinate with HR& Practice toarrange for trainings(if needed)ResultsReduction incommunicationrelated concernsraised by usersIncreased CustomersatisfactionMetricsResults of Customersatisfaction surveyOutputIT service metrics on generally madecommunication errors and fixesSessions to Sensitize consultants 24. CALL REDUCTIONPROCESS AND PROCEDURES 25. TREND ANALYSIS AS A PROCESSTriggersHappens as andwhen needed. Needsto be regularized tospot and fixanomaliesActionsIdentify metrics fortrend analysisIdentify reports tobe regularizedIdentify peopleinvolvedDraft a process andset metrics formeasurementSetting of self serviceportal as much aspossible.ResultsDaily/Weekly checkfor anomaliesMetricsTo be discussedwith SeniorManagementOutputDocument (with calendar) listing datarequired from each Team for trendanalysisProcess document detailing eachstakeholders role in trend analysis 26. IDENTICAL ISSUE FIXTriggersInitiative to reducethe volume of callsActionsSit with Pillar headsto analyze historicdata & identifyrepetitive callsIdentify possible rootcauses and ways ofplugging themFollow-up with allstake holders to getthe fixesimplementedCreate templates forresolution onrepetitive callsResultsReduction in numberof calls createdReduction in no. ofpassesMetricsAvg. no. of daily callscreated/ClosedOutputChecklists for information to berequested from users for repetitive callsDocumented solutions to repetitive calls 27. QUICK SOLUTION WITHOUTITERATIONSTriggersNumber of calls inNeeded input /Solution ProvidedcallsActionsAnalyze the calls tofind reasons for callsopen.Identify calls withsimilar reasonsIdentify if certaininformation isusually missed fromthe ticket whichrequires call to beput to CADraft a plan to plugthe identified loop-holesResultsQuicker resolution ofcertain ticketsIncreased customersatisfactionMetricsReduction in no. ofpassesOutputChecklists for requesting informationfrom end-usersProcess for regular review ofavg/min/max no. of passes 28. INTER-DEPARTMENTAL DEPENDENCYTriggersDelay in logging ofticket for request byother departmentNon-adherence toexisting process ifanyActionsStudy the currentInternal ticketmanagementprocessTalk to Dept headand identify reasonsfor non-adherenceStudy if changes areneeded to currentprocessDraft a reviewprocessResultsBetter collaborationwith-in variousdepartmentsReduction inescalation fordepartmental issuesMetricsEscalations bydelivery / project /departmentOutputDocument on changes to currentprocess (if any)Documentation of review process 29. APPROACH FOR EACH PROCESSStart ProcessstudyStudy AvailabledocumentationDiscuss with existingteamDiscuss with SeniorteamNeed MoreClarity?Document changes needed in theprocess, along with reasons andimpactSelect aprocess fromthe list ofidentifies areasofimprovementTrack MetricsSensitize stakeholdersCreate Final Documents- Process & ReviewMechanismChangeOk?Review the change withSenior TeamStopResultsOk?YESYESYESNONONOColor LegendPlanDO / ACTCheck 30. WHAT NEXT : CONTINUOUS REVIEW 31. Thank YouUday Mishra