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www.labountyassociates.com © 2006 LaBounty & Associates, Inc. Working With Support Teams Beyond the Service Desk Char LaBounty LaBounty & Associates, Inc.
www.labountyassociates.com © 2006 LaBounty & Associates, Inc. Outline What do customers want? How do you get there? What is Service Level Management? Reasons to Implement SLM Elements of an IT Enterprise Service Model Definitions of OLA/SLA What do you need? Benefits
www.labountyassociates.com © 2006 LaBounty & Associates, Inc. What do customers want? Respect Responsiveness Resolution
www.labountyassociates.com © 2006 LaBounty & Associates, Inc. Fragmented Service Delivery IT Organization made up of individual units Each experiencing the same: Challenges Problems Each taking time to find the same solutions No formalized feedback on product/service performance
www.labountyassociates.com © 2006 LaBounty & Associates, Inc. Imagine….. IT Organization working together with a SPOC Working as a team Sharing information Supporting each other Common objective to serve the customer
www.labountyassociates.com © 2006 LaBounty & Associates, Inc. How do you get there? Commit to a journey of Service Level Management (SLM) Establish an IT Enterprise wide service model Develop & execute OLAs Baseline performance Embed in performance metrics throughout IT Develop & execute SLAs
www.labountyassociates.com © 2006 LaBounty & Associates, Inc. What is Service Level Management (SLM)? Provides a framework for introducing and implementing Operational Level Agreements (OLAs) and Service Level Agreements (SLAs) between the customer community and your IT Enterprise ensuring accountability for IT service delivery Acts as guide for establishing reasonable expectations for both parties Establishes specific and concrete expectations for the performance of the technology support services provided to your customers
www.labountyassociates.com © 2006 LaBounty & Associates, Inc. What is Service Level Management? continued Facilitates balancing business requirements, customer needs and staff aspirations Provides a framework for measuring and evaluating performance in a reasonable and consistent way Provides a framework for focusing on continuous improvement of IT products & services Formalizes the process for enhancing, changing or expanding the scope of services provided An initiative that outlives the people that build it
www.labountyassociates.com © 2006 LaBounty & Associates, Inc. Reasons to Implement SLM Improves Customer Satisfaction Resource regulation Internal Marketing of IT Services Cost Control Defensive Strategy
www.labountyassociates.com © 2006 LaBounty & Associates, Inc. #1 Service Level Management Pitfall Attempts to implement customer SLAs before establishing internal OLAs
www.labountyassociates.com © 2006 LaBounty & Associates, Inc. Elements of an IT Enterprise Service Model Common IT Mission for technology service & support Established contact ownership philosophy Clear Severity Code definitions Responsiveness & Resolution criteria Common service metrics Sr. Managements commitment to embed SLM service delivery metrics in performance management throughout IT
www.labountyassociates.com © 2006 LaBounty & Associates, Inc. Definition of an OLA Unifies the IT Enterprise Defines support requirements internally Defines the relationship between Service Desk and internal support groups Ensures SLA targets can be delivered to customer
www.labountyassociates.com © 2006 LaBounty & Associates, Inc. Definition of a SLA Contract between a provider of service and a consumer of service Establishes measurable agreed-to targets of performance Provides a pre-defined process for identifying and resolving problems or problem areas Defines how new products and services are incorporated
www.labountyassociates.com © 2006 LaBounty & Associates, Inc. What do you need? Sr. Management commitment & support Organizational buy-in Communication tools Service Tracking System Product/service inventory (Service Catalog) Well defined workflows & processes SLM compliance management reporting Customer Satisfaction survey tool
www.labountyassociates.com © 2006 LaBounty & Associates, Inc. Overall Benefits Establishes & manages customer expectations Measures for adherence and improvement Increases employee morale & job satisfaction Prioritizes work in a consistent fashion Provides focus on continuous improvement Fosters good relations between IT and other departments Improves customer satisfaction
www.labountyassociates.com © 2006 LaBounty & Associates, Inc. Productivity Benefits Clearly defines roles & responsibilities Provides a SPOC for customers Provides customers with response & resolution times Promotes use of common tools & processes throughout the entire IT organization Tracks all problems & requests in centralized STS database Provides management with workload driver information Provides information on continuous improvement Streamlines the solution process Provides automatic escalation & management notification
www.labountyassociates.com © 2006 LaBounty & Associates, Inc. Fundamental Laws of Customer Service Other things being equal, customers expectations of service quality will rise over time The best level of service a customer ever received becomes the minimum level of service they are willing to accept Either customer expectations are managed, or they will manage you!
www.labountyassociates.com © 2006 LaBounty & Associates, Inc. LaBounty & Associates, Inc. Service Management Consultants Copyright © 2006 LaBounty & Associates, Inc. No part of this publication can be reproduced without the expressed written consent of LaBounty & Associates, Inc. 303-660-5994 www.labountyassociates.com email: firstname.lastname@example.org@labountyassociates.com
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