2. Practitioner Course Incident Management & Service Desk All course material is copyright The Art of Service Pty Ltd (ABN: 19 095 825 308) It is forbidden to use this material other than for study purposes. It is not allowed To change, copy or store this course material in any way or form without prior written Approval of The Art of Service Pty Ltd. [April 2003] Approval for commercial purposes will never be granted.

3. © TAOS 2003 - version 1.0 2 Introductions Your presenter The Art of Service You Your role(s) Your expectations

4. © TAOS 2003 - version 1.0 3 Program 09.00Start 10.30Morning tea / coffee 12.30Lunch 15.00 Afternoon tea / coffee 17.00End

5. © TAOS 2003 - version 1.0 4 Agenda Day One: – General Introduction – Overview Service Management – Overview IT Infrastructure Library – Service Desk – Incident Management – Case Analysis – Homework Review from Pre-Course assignment Day Two – Discuss Homework – Support Tools and Equipment – Communication – Reporting – Exercises – Exam preparation

6. © TAOS 2003 - version 1.0 5 Course Objectives In-depth understanding of the Incident Management process and its activities. In-depth understanding of the Service Desk function. Good understanding of the relationships with all other IT Service Management processes. Ability to execute the Incident Management activities and work within the Service Desk function. Preparation for the EXIN Practitioner Exam – Case based – 120 minutes – 40 multiple choice questions (pass mark = 26 points)

7. © TAOS 2003 - version 1.0 6 Course Approach Presentations – Slides and handouts in your binders Discussions – Exchange experiences Exercises – Going through the process of reaching a solution Hand outs – Reference materials to take away: Syllabus The Service Support Book!

8. © TAOS 2003 - version 1.0 7 Exercise 1

9. © TAOS 2003 - version 1.0 8 Overview Service Management

10. © TAOS 2003 - version 1.0 9 Why Service Management? Business more and more dependent on IT Complexity of technology increases Customers demand more Environment becomes more competitive Focus on controlling costs of IT Low customer satisfaction...

11. © TAOS 2003 - version 1.0 10 Service Management = The Objective Tree = Quality Flexibility Cost management How / What ? ORGANISATION BUSINESS PROCESSES IT SERVICE PROVISION SERVICE MANAGEMENT Why! effective efficient organisation effective efficient IT service provision

12. © TAOS 2003 - version 1.0 11 The Functionally Oriented Organisation the lines decide GOAL FEEDBACK ACTIVITIES RESULT GOAL FEEDBACK ACTIVITIES RESULT GOAL FEEDBACK ACTIVITIES RESULT GOAL FEEDBACK ACTIVITIES RESULT GOAL FEEDBACK ACTIVITIES RESULT GOAL FEEDBACK ACTIVITIES RESULT

13. © TAOS 2003 - version 1.0 12 The Process Driven Organisation the processes decide GOAL FEEDBACK ACTIVITIES RESULT

14. © TAOS 2003 - version 1.0 13 IT Service Management (ITSM) Focus Organisation Process People Technology

15. © TAOS 2003 - version 1.0 14 Cultural change / Continuous improvement P D AC Sense of Urgency Interdependence Organisational Change Resistance Cultural Change Guiding Coalition Power and Authority Instrumental Social / Emotional Negotiation Communicating the Vision Reason for Change Issues to AddressEmbedding the Change TIME Plan-Do-Check-Act Ongoing measurement of: -Benefits Realisation - ROI Source: the Art of Service

16. © TAOS 2003 - version 1.0 15 Questions?

17. © TAOS 2003 - version 1.0 16 EXERCISE 2: Spiderweb Service Level Management Financial Management Capacity Management Security Management Incident Management Problem Management Change Management Release Management Availability Management Continuity Management Service Desk Configuration Management

18. © TAOS 2003 - version 1.0 17 ITIL Service Management Service Level Management Financial Management for IT services Capacity Management IT Service Continuity Management Incident Management Problem Management Change Management Configuration Management Release Management IT Infrastructure security Service Desk Availability Management

19. © TAOS 2003 - version 1.0 18 Questions?

20. © TAOS 2003 - version 1.0 19 Homework 1

21. © TAOS 2003 - version 1.0 20 Service Desk

22. © TAOS 2003 - version 1.0 21 The Service Desk supports the agreed IT service provision by ensuring the accessibility and availability of the IT-organisation and by performing various supporting activities. The Service Desk

23. © TAOS 2003 - version 1.0 22 The Service Desk Role Customer & End User Service Desk call solution Support group support 1st line2nd line3rd line Support group Organisation Source: the Art of Service

24. © TAOS 2003 - version 1.0 23 Activities Contact with / supporting the users – processing of incidents – processing of service requests – processing of (standard) requests for change Management tasks – controlling maintenance suppliers – backups, restores, user accounts, …

25. © TAOS 2003 - version 1.0 24 Reactive or Proactive ? (I) customer 1st / 2nd / 3rd line support The Service Desk knowledge of business operations pro-active support of business operations callwork around incident

26. © TAOS 2003 - version 1.0 25 Reactive or Proactive ? (II) knowledge of customer (& processes) is necessary  unambiguous determination of urgency  insight into impact of incidents timely (pro-active) action becomes possible personal approach to the customer becomes possible knowledge of customer (& processes) is necessary  unambiguous determination of urgency  insight into impact of incidents timely (pro-active) action becomes possible personal approach to the customer becomes possible knowledge of business operations customer pro-active support of business operations

27. © TAOS 2003 - version 1.0 26 Service Desk Types (I) Call Center Unskilled SD Expert SD Skilled SD Skill level Costs ! First line resolution 100% 0 % Source: the Art of Service

28. © TAOS 2003 - version 1.0 27 Service Desk Types (II) Call Centre – only logging of calls – rapid response through short conversations – doesn’t offer solutions – direct transfer to specialised IT personnel Unskilled Service Desk – raw data  quick routing (“call dispatch”) – skilled in supervising incident progress – standards and procedures necessary – (telephone) scripts necessary

29. © TAOS 2003 - version 1.0 28 Service Desk Types (III) Skilled Service Desk – solves large % incidents – little routing – various specialties present – risks too involved with complex problems expertise causes certain level of arrogance perform only the “nice tasks” that go with their own specialisation

30. © TAOS 2003 - version 1.0 29 Service Desk Types (IV) Expert Service Desk – all incidents and problems are solved – strong interlink with Problem Management – very well educated personnel (expensive) – qualified personnel is hard to get and /or to keep – extensive and intensive training (expensive) – use of specialised / dedicated diagnostic tools (expensive)

31. © TAOS 2003 - version 1.0 30 Organisation (I) User Support Group Service Desk Source: OGC (Service Support) Local Service Desk

32. © TAOS 2003 - version 1.0 31 Organisation (II) Service Desk User Group Site 1 User Group Site 2 User Group Site 3 Support Group Source: OGC (Service Support) Central Service Desk Second Line Support

33. © TAOS 2003 - version 1.0 32 Organisation (III) User Group Support Group Service Desk SD Analyst Source: OGC (Service Support) Virtual Service Desk

34. © TAOS 2003 - version 1.0 33 Knowledge & Skills technical skills business understanding communication skills Source: the Art of Service

35. © TAOS 2003 - version 1.0 34 Resources Number of SD staff will depend on: – Size of Organisation (number of users) – Type of Organisation – Complexity of IT infrastructure – Reliability of infrastructure – Diversity of systems (degree of standard / non standard systems) – Geographical locations – Service Level Agreements – Budget

36. © TAOS 2003 - version 1.0 35 Questions?

37. © TAOS 2003 - version 1.0 36 Incident Management

38. © TAOS 2003 - version 1.0 37 Incident Management = Goal of the process = restores normal service operation as quickly as possible with minimal disruption to the business, thus ensuring that the agreed levels of availability and service are maintained. Incident Management

39. © TAOS 2003 - version 1.0 38 Terminology (I) incident – any event which is not part of the standard operation of a service and which causes, or may cause, an interruption to, or a reduction in the quality of that service – can be reported by: users IT service provision IT systems  events …

40. © TAOS 2003 - version 1.0 39 Terminology (II) service request – a request by a user for information, advice or documentation functional question request information request status account request batch jobs request back ups / restores request password / authorisation …

41. © TAOS 2003 - version 1.0 40 Process Model Investigation & Diagnosis Classification & Initial Support Detection & Recording Resolution & Recovery Ownership, Monitoring, Tracking & Communication Closure = Service Desk responsibility

42. © TAOS 2003 - version 1.0 41 Incident Detection & Recording Which incidents? Incident sources? (where from?) What information? How much detail? Who’s responsibility Investigation Classification Recording Resolution Monitoring Closure

43. © TAOS 2003 - version 1.0 42 Classification & Initial Support (I) Priority, based on: – Impact – Urgency Type of incident: – E.g. mainframe, desktop, application Need clear guidelines for quick entry: – Simple – Unambiguous – Effective Investigation Classification Recording Resolution Monitoring Closure

44. © TAOS 2003 - version 1.0 43 Classification & Initial Support (II) 11 123 2 3 23 234 345 Impact Urgency Priority Source: OGC (Service Support)

45. © TAOS 2003 - version 1.0 44 Classification & Initial Support (III) Incident Matching – Has a similar Incident occurred before? is a provisional solution known (work around)? – Can the Incident be related to an existing Problem or Known Error?

46. © TAOS 2003 - version 1.0 45 Investigation & Diagnosis (I) Can take place anywhere in the support area If necessary, escalate! Dependant on CMDB Investigation Classification Recording Resolution Monitoring Closure

47. © TAOS 2003 - version 1.0 46 Investigation & Diagnosis (II) Hierarchical Escalation Functional Escalation Combination Source: the Art of Service

48. © TAOS 2003 - version 1.0 47 Resolution & Recovery Not interested in underlying cause Focus on removing symptoms Solved when original functionality retained (e.g. user can print again) Investigation Classification Recording Resolution Monitoring Closure

49. © TAOS 2003 - version 1.0 48 Incident closure Only after consulting with user Only done by Service Desk Investigation Classification Recording Resolution Monitoring Closure

50. © TAOS 2003 - version 1.0 49 Ownership, Monitoring, Tracking & Communication Service Desk accountable for ALL incidents, regardless of who’s dealing with them Service Desk should have authority to (re)allocate resources in other areas Hierarchical escalation to inform management Focus on SLA’s Support tool helps keep track of multiple incidents Investigation Classification Recording Resolution Monitoring Closure

51. © TAOS 2003 - version 1.0 50 Questions?

52. © TAOS 2003 - version 1.0 51 Process, Procedure & Work Flow (I) Process Procedures Work instructions Why & how? What, who, when & where? How (exactly)?

53. © TAOS 2003 - version 1.0 52 Process, Procedure & Work Flow (II) Swim lane Result Trigger Process Flow Decision Process Step Record call Solved? phonesolved Service Desk Operations

54. © TAOS 2003 - version 1.0 53 Process, Procedure & Work Flow (III) IARStep 4 ARStep 3 ICCARStep 2 CRRARStep 1 Group D Group C Group B Group A Index: A: Accountable (owns it) R: Responsible (does it) C: Consulted (provides info) I: Informed (receives info) ARCI Model

55. © TAOS 2003 - version 1.0 54 Incident Management = Costs, Points of Attention, Advantages = costs – P ersonnel – A ccommodation  also for physical storage of process documents, … – S oftware tools and equipment for analysis, reporting and – H ardware communication (e.g. adjustments to telephone system) – E ducation  ITIL Master Class / IM-Practitioner, telephone training, communication training, … – P rocedures  design & manage Incident Management, documentation, instruction sets (telephone scripts), …

56. © TAOS 2003 - version 1.0 55 Incident Management = Costs, Points of Attention, Advantages = Points of Attention - general – social skills of the service personnel – work overload / stress bottleneck if many incidents through lack of time incidents are no longer optimally (or even not at all) registered – bypassing by users the “FUTZ-factor” (valuable data is lost) Gartner – in starting phase a lot of 2 nd line involvement – process discipline the process driven way of working often demands a change in culture: resistance within the organisation

57. © TAOS 2003 - version 1.0 56 Incident Management = Costs, Points of Attention, Advantages = Points of Attention - incident handling – are all calls registered? – under a unique number? – which priority codes do we use and how is the priority determined? – organisation of the 1 st line – organisation of the 2 nd line – which % “closed on first call” is possible through Incident Management?

58. © TAOS 2003 - version 1.0 57 Incident Management = Costs, Points of Attention, Advantages = Points of Attention – incident handling – coding system for incident categorisation – coding system for priority codes – agreements on the long and short error description (form + content + language) – the incident categorisation is related to / depends on other incidents, problems or known errors. – procedures for closing incidents – (telephone) scripts

59. © TAOS 2003 - version 1.0 58 Incident Management = Costs, Points of Attention, Advantages = General Advantages – ongoing optimisation of the (availability of) IT service provision – reduction of the number of incidents – independent, customer oriented tracking and guarding of incidents – no more “lost” or “forgotten” incidents – better deployment of IT-personnel – useful reporting by effective usage of the available information

60. © TAOS 2003 - version 1.0 59 Incident Management = Costs, Points of Attention, Advantages = Advantages to the Customer – enhanced relationship between customer and IT through optimal and clear communication there is no need for the customer to have extensive IT- knowledge development of a knowledge centre for the customer – increase in productivity through: quick, timely solutions decrease of the number of incidents pro-active warning with potential problems pro-active identification of the consequences when problems arise

61. © TAOS 2003 - version 1.0 60 Incident Management = Functionally Oriented vs. Process Driven = mainframenetworkpc-lan Incident Management The Art of

62. © TAOS 2003 - version 1.0 61 Questions?

63. © TAOS 2003 - version 1.0 62 Exercise 3

64. © TAOS 2003 - version 1.0 63 Homework 2 - Procedures

65. © TAOS 2003 - version 1.0 64 Tools for Incident Management & Service Desk

66. © TAOS 2003 - version 1.0 65 Service Desk Support Tools (I) Service Desk / Help Desk tools Telephony tools Service Management tools (Configuration, Problem, Change Management) Network monitoring tools (availability, capacity) Network Management tools (remote support, user account management) Release Management tools Knowledge Management tools

67. © TAOS 2003 - version 1.0 66 Service Desk Support Tools (II) Websites to check out: – Search on Google: Service Desk, Call Centre, Helpdesk tool, Support tool – www.tools2manage-it.com (support tools) – www.bitpipe.com (white papers) – www.cio.com – www.callcentres.com.au

68. © TAOS 2003 - version 1.0 67 Tool Selection (I) Tool requirements: – Determine need / nice to haves – Which fields to support process? – User friendliness – Speed – Knowledge base: search on historical info? – Security: read / write access – Modules – Reporting functionality

69. © TAOS 2003 - version 1.0 68 Tool Selection (II) Vendor requirements: – Reputation / history – Support focus – Training & consulting? – Future plans (new modules?) – ITIL awareness? – References (visit them!) – Partnership?

70. © TAOS 2003 - version 1.0 69 Costs associated with tools Tool costs: – Back end – Front end: licenses Equipment costs: – Server / disk space – Network capacity – Desktop requirements? Training: – Support staff – Tool maintenance staff Consulting: – Tool configuration – (Future) changes: adaptability?

71. © TAOS 2003 - version 1.0 70 Selection Process Set up a project structure Project manager & team Scope Deadlines / time frame (project plan) Selection criteria Request for tender (optional) Short list vendors Presentations / demo’s Final cost benefit analysis Selection

72. © TAOS 2003 - version 1.0 71 Questions?

73. © TAOS 2003 - version 1.0 72 Exercise 4

74. © TAOS 2003 - version 1.0 73 Communication for Incident Management & Service Desk

75. © TAOS 2003 - version 1.0 74 Reporting for Incident Management & Service Desk

76. © TAOS 2003 - version 1.0 75 Aligning Goals Vision / mission statement Strategy / business plan Goals / objectives Key Performance Indicators (KPIs)

77. © TAOS 2003 - version 1.0 76 Reporting (I) Efficiency: Productivity: # staff per period Value add: First line resolution Knowledge mgt: # knowledge base hits etc… Effectiveness: Timeliness: Resolution time Accuracy: % correct resolution Quality: % solved within SLA etc…

78. © TAOS 2003 - version 1.0 77 Reporting (II) Questions: – What? – Who? – Where? – When? – Why??

79. © TAOS 2003 - version 1.0 78 Reporting (III) Report to various target groups – customer, – other process managers, – company management Report on (e.g.) – # reported and registered incidents, – # solved incidents perhaps divided according to processing time and solution time – # open incidents + their status – list of incidents per time frame, customer(group), solution group, category, priority, per …

80. © TAOS 2003 - version 1.0 79 Questions?

81. © TAOS 2003 - version 1.0 80 Exercise 5

82. © TAOS 2003 - version 1.0 81 Mock Exam