IT In The Park 2016

#ITinthePARK #IT500Panel

Best Practice & Processes



Ivor MacfarlaneMacfPartners

&Ian Stevens

Short & Grey

Marginal gains

ormony a mickle maks a muckle

Ivor Macfarlane

Slide 5

Slithery helmets and suchlike

• Reducing resistance

• Not just technology

• Doing the right things

• NOT doing the wrong things

• Fixed wheel or freewheel

• Wasted efforts – bikes & ITSM

worry about

Gap to

ProcessesSupporting our services

This also needs attention

Service – getting you somewhere want have

Process improvement ≠ service improvement

Slide 7

Finding things to do – and not to do

• Potentially useful techniques scattered across the ITIL Landscape

– Vital Business Function

– Patterns of Business Activity

– Critical Business Period

– Duke of York factor

• Save strength and resources for when you have to pedal uphill

– Energy of course

– Favours and understanding too

Slide 8

Measure wisely

• Try to resist

–Spurious accuracy

–Over sampling

–Repetition beyond reinforcement

• Put in the work to do less in the long term – finding the easy ones that deliver

• And – of course – measure the right things

Slide 9

And everything changes …

Is it time for a

change to

Change

Management?IAN STEVENS ITIL EXPERT, MBCS

My Opinion

Too many organisations I see are doing everything the

ITIL Service Transition volume says they can.

Change Management really shouldn’t be as

complicated as people make it. And it should work for

whoever needs to use it.

Whilst CAB has it’s place it shouldn’t be the ONLY place

for discussing changes and authorising them.

If your Change Management Process hasn’t been

changed during it’s lifetime then I highly suspect it is

wrong for your organisation NOW.

What are the top five issues

that are seen in Change

Management?

1. Too many changes to keep track of.

2. People who ignore the change

process.3. Changes that go wrong.

4. Lots of Emergency Changes.

5. Nobody comes to CAB.

Nobody comes to CAB?

Too many irrelevant changes?

Too much discussion?

Changes they are not interested in?

Why is CAB weekly?

Why is CAB needed anyway?

vCAB?

Increase frequency/decrease length/improve focus

Invite suggestions for improvement at EVERY CAB.

Lots of Emergency Changes?

Your change processes are not

embedded?

Your Change Manager is weak?

Criteria for eChange is easy?

Immature ITSM culture?

Changes that go wrong?

Do you track Changes that go

wrong?

What do you do about them?

Shouldn’t you be learning from them?

People who ignore the change

process?

Change process too complicated.

People not trained on what to do.

Resistance to change.

Too many changes to keep track

of?

Are your ‘rules’ too strict?

Are you making the effort to move

Standard Changes into Service Requests?

Are you reviewing all Changes at EVERY

CAB?

Is your Change Manager actually

managing?

So what can we do?

Keep it simple, stupid.

Communicate the change process

clearly to ALL levels.

Continuously Improve your process

BE STRONG!

Questions?



Jo HarleySwansea City Council

Swift Swansea Switch

Remedy Replaced and assyst

implemented throughout the council in

only 106 days

Jo Harley

Information and Strategy Manager

Background to the City and

County of Swansea • Serves an area of 378 sq km and a population of more than 240,000

• Second largest unitary authority in Wales

• Employs more than 11,000 staff

• Supports 98 schools

• The ICT service has over 100 staff supporting both the schools and

corporate environment

Consolidation of Service Desks and

Internal Processes• assyst has been used to manage IT service for

schools since June 2004

• All other corporate departments were covered by an

outsource contract and used Remedy

• That outsource contract terminated on 31st

December 2015 with transition to a new service desk

required by the end of October 2015

Project Requirements• Initial scoping: February 2015 when it was suggested the

council upgrade the existing system and expand the

licence base

• It quickly became apparent a larger project was required

– Internal processes were different between schools

and the other departments

– Requirement to provide self-service facilities in line

with the Digital Strategy

Project Overview• Two service desks into one in 106 days:

– Complete reimplementation to the latest version of the

software (SP2 to SP6)

– Introduction of password reset functionality

– Introduction of Self Service Portal

– Moved the council from Windows to Web

– CSGs to keep school and corporate data separate

– Change Management for corporate - different from how

the schools were doing it

106 days from scoping to go live

Workshops and design

Training and Project Build

Initiation and Scoping

Train the Trainer and transition from

development to live

Transition from Development to Live

• CCS and Axios had 1 week from 24th

September to make the smooth transition

from development to live

• Data was transferred from the old system

• Problem-free go-live day on 1st October

The 1st 30 Days

• By the end of October 2015:

– Transition away from Remedy complete

– Self service rolled out to all staff

– Training provided by the in-house team

– Communication to staff regarding the new features and promotion of

what they could now deliver themselves which facilitated business buy-

in and uptake.

Results Timeline

First 90 Days (Dec 2016)

• 9.4% incidents logged on self service portal

• 75% changes logged on self service portal

• 4.43 out of 5 for customer sat

March 2016

• 24% incidents logged on self service portal incl. password reset



September 2016

• 33.5% incidents logged on self service portal incl. password reset



The Benefits

1. Project deadlines were all achieved

2. There was minimal disruption to all users

3. System is more performant

4. Functionality is greater

5. Axios Consultants were excellent

Lessons Learned

• More knowledge transfer from previous desk and

process documents to review new processes and

identify ones

• Password reset – on site rather than remote support

• Longer implementation so we could have fully

captured the on and off system processes and put

more detailed work flow in place prior to go live

Service Desk Improvements Post

Project Implementation

• ICT Team Leaders and users engaged for suggestions

• Phase 2 implementation from original scoping

• Improved reporting for ICT teams and users

• Improved Knowledge Database for Service Desk Team

Future Plans – Aligned to Digital

Strategy and CCS Transformation

• Continuous Service Desk Improvement

• CMDB – service passports

• Enterprise Service Management (ESM) –

wider rollout to non-IT areas of the

business

Questions?

Thank you for attending today

/company/axios-

systems/axios.assyst

/axiossystems

Blog.axiossystems.com

@Axios_Systems


Sanjeev NC & Alex Gordon

Freshservice

Simple steps towards a better Service Desk experience

ITSM tools are hard to configure and even harder to use

bit.ly/sdi-report

Google Daydream VR

Everything is an experience...even using software

SERVICE DESK SOFTWARE?

“It’s not about giving your users a good

experience, it’s just making sure they don’t

have a badone”- Me, right now

Today’s not the day we think

Simple and easysteps

End user Agent

Let’s look at our key stakeholders...

If the printer’s not

been working for 3

days, why didn’t you

raise a ticket?

What’s a ticket?

Hello, end user!

4 aspects of an end user journey

Navigation Access Information Communication

Navigation

Navigation

It was so easy!

Left or right...you decide

And once I got on the train….

How did they make me feel so comfortable?

When I broke it down...

When I had a choice, I had information too.

Information = understandable, minimal, necessary & relevant

What if we apply this in our Service desk?

This is how it looked before

What can we learn?

Whenever the end user has to make a choice in your self service

portal, check if they have enough information to make that

choice.

If they don’t, give them the information.

Ease of access

When in doubt, pick up the phone

Few seconds later...

What can we learn?Make sure the Self service portal is within their reach.

Few suggestions:

● On their desktop screens

● On a website they’re already logged into (eg. Intranet)

● On their mobile phones

Information...or in our language, KBase

How do I restart my laptop?1. On the bottom right of your screen, press the (-) Icon

2. Find the Settings icon on the right side of your screen

3. Click on the power button

4. Click “Restart” to restart your computer

How do I restart my laptop?

What can we learn?

Always talk the end user language.

Use visual means of communications wherever possible (Screenshots,

Flowcharts)

Communication

Once upon a time, I wrote to support...

Why was I so frustrated?

Look at all these emails I’m not gonna read!

Dear customer,

We appreciate-

Where is my

solution?

What can we learn?Every communication to the customer should:

a) Take them one step closer to the solution

b) Give them new information/update

Not giving them a bad experience has its benefits...

Our hero...

Hello, Agents!

2 aspects of anAgent journey

Context Clicks

Context is everything

Let’s say I’m a bartender...

Requester information

CRM Tool

Asset info

Similar tickets

And who knows what else they need...

All the information needed...in a single view

What can we learn?

Get all the information they might need into a single screen

Be careful to notoverload!

Clicks

In a normal world… 8 clicks

In an awesome world… 1 click!

If this action happens 10 times a day...We can approximately remove...

70 clicks a day = time to send 1 email

350 clicks a week = time to draft 1 knowledge base article

1400 clicks a month = time to implement 1 new idea!

16800 a year = a vacation maybe?

What can we learn?

Identify repeated actions in your Service Desk.

Bring down the number of clicks.

Happy team = Happycustomers!

So what did we talk about?End users:

Navigation - When the user has to make a choice, give them info

Access - Make sure that the service desk is within their reach

Information - Talk to them in their language, not IT-English

Communication - With each email/phone/text, take them one step closer to the

solution. If not, give them new information.

Agents:

Context - Get everything required into a single screen

Clicks - Identify repeated actions, reduce the number of clicks

Oh, interesting. What was the point of this?

End user Agent

You can get them from this...

End user Agent

...to this!



Ian MacDonaldEdenfield Consulting

Ian MacDonald FBCS, CITP, FSM

Independent Consultant

October 2016

Where's the ‘Value’ in

CSI if your customers

don’t recognise it?

Edenfield IT Consulting Limited

Session Objectives

What you should get out of this session:-

▀ The commercial importance of ‘demonstrating

value’ from IT service provision

▀ Gain an understanding of what is meant by ‘value’

and its different forms

▀ Awareness of some of the challenges faced by

the IT Service Provider in demonstrating value

▀ Recognise the need to influence customer

perception of the value being provided

▀ How CSI and a marginal gains approach can

demonstrate value and positively influence

customer perception of the IT Service provider

Speaker Profile

IT Experience

Industry Bodies

Conference

Speaker

Author & AwardsITIL

Availability

Management

Dinner Party Conversation

Starter

V

“More people have read my ITIL and IT Best Practice

content than have read 50 Shades of Grey!”

NOT TRUE!!!!!!!!!!

……But hey we can all brag a

little!

Speaker Profile

Good…..who says so?

In the competitive marketplace and commercial world in

which we operate, the IT organisation can no longer get

away with simply believing that it is ‘good at what it does’.

Thinking you are ‘good’ is now no longer ‘good enough’!

Your Business Customers need to believe that they

are getting ‘Value’ from their spend on IT

If your Business Customers don’t feel they are getting

‘Value for Money’ then you are a COST

Value - A Commercial Perspective

Demonstrating ‘Value’ can be a challenge for the IT

Service Provider

Value ?

We need to demonstrate ‘Value’ to our customers

To do this we need to understand the concepts of ‘Value’

Value

Creation

Value For

Money

Value Add

Value Creation

Definition of an IT Service

A service is a means of delivering value to customers by facilitating outcomes

customers want to achieve without the ownership of specific costs and risks

Value Creation – See ITIL Service Strategy

► Value is only created when business

outcomes are achieved

► Value must be affordable

► Value is defined by the customer

► Value is strongly influenced by how well

customer expectations have been met

Issues – Demonstrating the value of IT services

Good Service is ‘Normalised’

Customer expectations change over

time

Increasing expectation of additional

value

Meeting SLA targets consistently

may now no longer be enough!

IT centric measures

Value for Money

Definition

Value for money (VFM) is a term used to assess whether or not the customer has obtained the

maximum benefit from the IT services provided for the costs incurred to acquire them.

► The IT Services provided by IT fully

underpin and support the desired business

outcomes

► IT costs are considered competitive and

fair

► Customer expectations are met or better

still exceeded.

Issues – Demonstrating ‘Value for Money’

IT Costs often a ‘Mystery’

Customers typically don’t

understand ‘below the line’ IT

Costs

Not always easy to assess if their

IT costs are competitive

Value of ‘below the line’ IT

Capability not recognised

Value Add

Definition

Value Added refers to “extra” feature(s) of an item of interest (e.g. IT Services) that go beyond the

standard expectations and provide something "more".

► ‘Value add’ provides something ‘extra’ that the customer wasn’t

expecting

► The greater the ‘value add’ provided to the customer, the

stronger their perception of value will be influenced

► Good IT service providers will encourage their people to

improve and optimise their services as a demonstrable example

of the ‘Value Add’.

► CSI provides the mechanism to demonstrate Value Add to

your customers

Issues – Demonstrating ‘Value Add’

Lack of a Service Culture

Improvements measured from the

Technology perspective

Lack of understanding on how the

technology supports the business

Missed Opportunities to demonstrate

the IT capability of the IT organisation

and its people

Reluctance of IT staff to ‘promote’

achievements and ‘fly the flag’

Key Learning – ‘Value’

An interesting concept:-

• Is difficult to measure

• Is often based on ‘feelings’ or ‘Judgements’

• Is determined by the Customer (expectations)

• Is strongly influenced by Perception

The ITSM Strategy needs to:-

• Understand customer expectations

• Focus on adding value

• Measure and report in Business/Customer terms

• Positively influence customer ‘Perceptions’

(Ongoing)

Service Management Strategy must demonstrate

‘Value’

Demonstrate ‘value’ from RUN

The Raison D’etre for IT Service

Management

ITSM Strategy – ITIL Guidance

The 4 P’s

People Product

Process Partners

Perception

The 4 P’s – Base Strategy on 5 P’s

Good News

Target Stakeholders

Service Cost Quality

Value

Creation

Channels

Content

Value

For

Money

Demonstrate Value

Value

Add

Who

How

What

Why

Managing Perception – Needs a Communications

Strategy

Triggers

Good News

Who do we need to Influence?

‘No news is …….No news’

DEFINITION

“A set of specialised organisational

capabilities for providing value to customers in the form of services”

The ‘Value’ of IT Service Management?

The Insight, Knowledge & Skills of

your People

Processes (and Tools) Ways of Working

‘Changing ‘Ways of Working’ – CSI

►Focus CSI on delivering additional value to the

customer

►Exploit the insight, knowledge and skills of your

people

►Identify and drive opportunities to improve the

overall quality and costs of the IT Services

provided.

►Influence Customer perceptions of ‘value

creation’ – Providing more then just meeting

SLA

►Influence Customer perceptions of value for

money – Provide ‘no cost’ improvements that

were not expected

►Influence customer perceptions of the IT Service

Provider – Differentiate yourself from

potential competitors

Planned Service Improvement

Enhanced Service Improvement

Differing Perspectives of CSI

IT Proactive Perspective Customer Value Perspective

http://www.technology-refresh.co.uk/

Aggregation of Marginal Gains A concept used by Dave Brailsford (Performance

Director for ‘Team Sky’ – GB Cycling team)

Simple premise – If you improve every area related to

cycling by just 1%, then those small gains would add up

to significant improvement

Strategy to drive a 1% improvement in everything you

do.

Aggregation of Marginal Gains (Concepts)

http://technotes.alconox.com/wp-content/uploads/2013/03/1_percent.jpg

KEY MESSAGE

“Improving by just 1% may not be notable or even noticeable – but can be just as meaningful in the

long run”

Source: James Clear Entrepreneur and Behaviour Science Expert

Typically CSI is viewed as an improvement that is

only meaningful if it delivers a step change benefitBLOCKER

ENABLERSimple principle – Break things down into smaller

parts - improve each by 1%, you will get a

significant increase when you put them all together.

Online Performance

Batch Performance

Restart Times

Recovery Times

Process Improvements

SLA Improvements

Cost Reductions

CSI

Candidates

for Marginal

Gains

Aggregation of Marginal Gains (Candidates)

CSI

Improvement

Measured and

reported in

Business

terms

http://www.36ci.com/image/sensex-19

Assessment Is performed using a structured questionnaire. Once

completed the responses are assessed against a recognised

industry maturity model or standard to provide a score or rating.

Benchmarking

Certification

Assessment

Certification verifies the organisations compliance to a

recognised standard and includes a formal audit by an

independent and accredited body.

Benchmarking is the process of measuring the quality, time and

cost of organisational activities and comparing these results

against best practices and/or peer group organisations.

A Strategic Approach

• SLA trends

• Uptime

• Downtime

• Frequency

• Responses

• Process

measures

• Process KPIs

• Observation

• Customer

Surveys

• Staff Surveys

A Tactical Approach

Talk to your Customers

Talk to your Service Managers

Case Study Highlights – (12 months)Cost Reduction SLA Improvements

Improved Batch Quality

Improved Web Performance Process Improvements Exemplar Customer & People Satisfaction Results

A Service Operations Function (80 Staff) – 140 completed CSI initiatives as part of their ‘BAU’

Where's the ‘value’ in CSI if your

customers don’t recognise it?Avoid IT centric measuresCSI improvements are measured and reported in Business/Customer

terms

Focus on Value CSI improvements that make a difference to the service provided

(Service, Cost, Quality)

Focus on Customer OutcomesCSI improvements that deliver a tangible benefit to the customer

Target Specific StakeholdersPersonalise communications so they are relevant and meaningful to

recipients

CSI Register

Summary

Your Business Customers need to believe that they are getting ‘Value’ from their spend on IT

IT service providers who recognize the importance of positively influencing customer perception of

value and value for money are more likely to achieve high levels of customer satisfaction, instill

over time customer loyalty and retain their customers’ business.

The End – Any Questions

Email: [email protected]

Mobile: 07809511458

LinkedIn: www.linkedin.com/in/iankeithmacdonald

Further Information

(Edenfield IT Consulting Limited)

Book: ITIL Service Strategy

Author: Axelos

ISBN: 978 0 113 331 044

Book: ITIL Practitioner Guidance

Author: Axelos

ISBN: 978 011 331 487 4

Whitepaper: Where's the value in value of your customers don’t recognise it?

Author: Ian MacDonald

ITSMF UK: Members area - or Whitepaper available on request

Speaker Contact

mailto:[email protected]

http://www.linkedin.com/in/iankeithmacdonald


Tim InghamUoL

&Simon Kent

Sollertis

Convergence

The Story of

Strategic BRM and IT

Operations at the

University of Lincoln

Undergraduate Students – 11,043

Postgraduate Students – 1,840

Total Number of Students – 12,883

Academic Staff – 718

Support Staff – 764

Total Number of Staff – 1,482

Technical Services – 41

Information Services - 18

Project Management Office – 14

Chapter

OneHow, Why and

Blue Skies

Chapter

Two

Thank you

Birmingham

“I recall literally running to my IT Director’s

office after the first demo to rave about what

the combination of Sollertis Convergence and

Cherwell could do for us in IT and our

relationships with the University.”

Chapter

Three

Convergence

Countdown

Immediately linked to our new strategy

Immediately linked to our new strategy

732 Business Processes

232 Business Partners

Engagements

Engagements

Enhanced Complaints process

Engagements

Enhanced Complaints process

360° Conversations with the business

Fully structured and reported BRMs

Business KPIs

Demand Management

Linking Business Processes to tickets


Business KPIs

Demand Management



Business KPIs


Can we record conversations held outside of

traditional sources?

Can we link BRM and operational activities?

Can we evidence why are we here?

[email protected]

@ti316



Customers, Partners &

People



Vawns MurphyITSM Tools

© Copyright ITSM.tools. All rights reserved.168

SELF SERVICE; GOING FROM GOOD TO AWESOME!

Vawns Murphy

[email protected]

October 2016


VAWNS MURPHY - INTRODUCTION

Worked in ITSM for almost 15 years

Regular speaker at industry events

Worked in all sorts of organisations, large and small

When not being pelted with brightly coloured balls in the name of ITIL, is an analyst with ITSM.Tools

Finds her job quite fun


COVERAGE

Scene-setting

The drivers for, and benefits of, self-service

What a self-service capability can include

How to assess an organization’s preparedness for self-service

Self-service success levels

Common barriers to self-service success

How to increase the chances of self-service success

Key takeaways

Q&A


THE SELF-SERVICE CONCEPT IS NOTHING NEW


SELF-SERVICE CONTINUES TO BE THE “NEW BLACK” FOR ITSM


THE HOLE WE HAVE DUG FOR OURSELVES

Who do you support?

When do you provide support?

How do you provide support?

What do you support?


IF WE DON’T SORT IT OUT


SELF-SERVICE IN 2014

35% of organizations using self-service technology, with no plans to replace or update it

24% using self-service technology, but planning to replace or update it

23% planning to add it

Source: HDI “2014 Support Center Practices & Salary” report


SELF-SERVICE BENEFITS Cost savings

Improved availability and efficiency

Increased engagement & staff retention

Easing service desk workloads

Better prioritization of issues and requests

Easier to find the right information at the right time

Delivering an improved customer experience


THE TOP BENEFITS OF SELF-SERVICE

1. Improved customers satisfaction/user experience

2. More efficient support

3. Improved perception of IT

4. Better documentation

5. Better reporting

6. Increased end user productivity

Source: HDI Research Brief “Technology for Empowering End Users” (2015)


SELF-SERVICE & ITILITIL V 3 is made up of 5 key volumes:

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service Improvement

Self Service applies across the entire life cycle!


VIEW SELF-SERVICE AS A CAPABILITY NOT A TECHNOLOGY


COMMON SELF-SERVICE CAPABILITIES

Self-help via access to FAQs and other helpful information

The ability to quickly log issues and requests for resolution by IT personnel

Status checking

Broadcast alerts and individual notifications

A password reset capability

Knowledge bases & wikis


AND THERE’S MORE

Chat

Collaboration with other end users

Access to IT-asset information

Downloads

Links to handy external sites

Automated delivery


BUT IS YOUR ORGANIZATION READY FOR SELF-SERVICE?


LEVEL ZERO SOLVABLE

A common mistake is launching a knowledge base before it’s truly fit for purpose

LZS is a measure – the percentage of incidents that could have been resolved by the end user via self-help

LZS can be used to gauge the chances of self-service success by predicting the level of end user success with the knowledge base

But just because there’s an available knowledge article, it doesn’t mean that the issue can be flagged as LZS


LZS PRE- AND POST-SELF-SERVICE LAUNCH


SELF-SERVICE SUCCESS IS OUT THERE IF YOU WORK FOR IT


PASSWORD RESETS

Password reset is the most successful self-service capability – with 25% of organizations reporting “great success”

Source: HDI “Technology for Empowering End Users” (August 2015)


INDUSTRY STATS

Circa 50% of respondents rate their self-service “online form” capability (for submitting incidents and request) as at least “somewhat successful”

With circa 15% rating it as unsuccessful.



HOW TO MAKE IT WORK

Only 10% of organizations report “great success” with knowledge bases and 30% report that they have been unsuccessful

So while 54% of organizations have implemented knowledge bases, one third of these have been successful, one third have definitely been unsuccessful, and the final third have had middling results



COMMON BARRIERS TO SELF-SERVICE SUCCESS


OVERCOMING THE BARRIERS (1/2)

Not learning from the mistakes of failed self-service initiatives

The self-service initiative is treated as a technology, rather than a business, project

A lack of end user involvement

The purpose, scope, and desired outcomes of self-service are misjudged

Insufficient planning for day-to-day operations

Not addressing people-change issues


OVERCOMING THE BARRIERS (2/2)

Self-service is viewed solely as a cost-saving replacement for telephone access

Insufficient use of automation

Launch “apathy”

A one-off attempt to encourage adoption


TIPS FOR SELF-SERVICE SUCCESS

For after you have considered and addressed the ten barriers


TOP TIPS FOR SELF SERVICE SUCCESS (1/2)

Investing in better knowledge management. Look at what you have already and build on it.

Offering choice – you know your organisation – so flex your approach to make it work.

Supporting mobile access to self-service capabilities

Recognizing the difference between UI and UX

Using fit-for-purpose technology


TOP TIPS FOR SELF SERVICE SUCCESS (2/2)

Exploiting existing corporate automation capabilities

Looking ahead to self-service opportunities outside of IT

Starting with a friendly pilot group

If you have a Service Catalogue make it actionable

Incidents

Project Requests

Service Requests

Standard Changes


KEY TAKEAWAYS

1. Self-service success is there to be had, but only if you really work for it

2. Understand that self-service is about offering new capabilities more than it is implementing new technology …

3. … and that organisations need to assess their preparedness for self-service

4. There are many barriers to self-service success; so be prepared to research, consider, address, and traverse them to increase the chances of success

5. Culture change – no more individual rock stars – we’re all rock stars!!


WHAT TO AIM FOR? BEYONCÉ LEVELS OF EMPOWERMENT!


IF ALL ELSE FAILS? JUST AVOID THIS!


END - THANK YOU!


NarainMuralidharan

Freshservice

OF ALL SERVICE DESK CONTACT VOLUME, AS MUCH AS 40 PERCENT COULD BE SOLVED

THROUGH IT SELF SERVICE, BUT ONLY 5 PERCENT OF ISSUES ACTUALLY ARE SOLVED

BY IT SELF SERVICE.

ANNUAL LOSS

$250000*

WHY ARE THERE NO TAKERS FOR SELF SERVICE?

DRIVE SELF-SERVICE ADOPTION

THINK LIKE A GROWTH HACKER

NARAIN MURALIDHARAN

FRESHDESK INC.

@msnarain

@freshserviceapp

THINK OF THE SELF-SERVICE PORTAL AS A

PRODUCT

PRODUCT

CHALLENGES

PRODUCT MARKET FIT

ADOPTION

ENGAGEMENT

SELF-SERVICE

CHALLENGES

VALIDATION

PORTAL USAGE

RECURRING USERS

GROWTH

HACKING

ACQUISITION

ACTIVATION

RETENTION

REFERRAL

REVENUE

GROWTH HACKING in the service desk

Is the user aware of the self-service portal?

Has the user used the portal at least once?

Is the user coming back to the portal?

Is the user recommending the portal to

colleagues?

NPS

ACQUISITION

ACTIVATION

RETENTION

REFERRAL

REVENUE

WELL DESIGNED PRODUCT

BUILD FOR YOUR GRANDMA

HACK USER BEHAVIOUR

ACCESSIBLE ANYWHERE AND

EVERYWHERE

Does your tech match end-

user's consumer-esque

expectations?

PUT

YOUR

MARKETING

HATS

ON

LAUNCH

Word of mouth

Internal newsletter

Intranet

Posters

Contests

Early adopters’ testimonials

Acquire users? Grow engagement? Refer colleagues?

WHAT’S YOUR GOAL?

MEASURE

MEASURE

Which pages do your employees visit the most?

What is the most-searched keyword in the KB?

What is the most-searched for asset in the service request catalog?

What is the user journey like?

How do people access the self-service portal?

CASE

STUDY Geo: UK

Industry: Advertising

No. of employees: 2000+

CASE

STUDY

PROBLEM

The IT team was understaffed and overloaded, working long hours with

little opportunity to perform more strategic work.

SOLUTION INITIALLY PROPOSED

Increase the team size by hiring

THE FRESHSERVICE SOLUTION

Growth hack self service

CASE

STUDY

CASE

STUDY

A WELL-DESIGNED

SELF-SERVICE

PORTAL

CASE

STUDY

KNOWLEDGEBASE

AT THE RIGHT PLACE

AT THE RIGHT TIME

CASE

STUDY

ACCESS IN

EVERYBODY’S

PALMS

CASE

STUDY

Advertise quicker solution

Advertise longer wait times for tickets raised

INCENTIVISE USERS

TO USE SELF

SERVICE

CASE

STUDY

RESULT

TIPS

Beta test

Roll out in phases

Design for your grandma

Content is king

Keep it simple

Continuously iterate

THINK LIKE A DIGITAL MARKETER

User experience

Speak your users’ language

Know the right metrics

Get the right tools

Who are we?

Freshdesk Inc. is the leading provider of cloud-based customer engagement software.

Our mission:

To provide software for businesses of all sizes and make it refreshingly easy for them to

engage with customers.

Our products:

Locations:

San Francisco, Chennai, London, Sydney, Berlin

About Freshdesk

About Freshdesk

@freshserviceapp

@msnarain

Questions?

[email protected]

https://twitter.com/?lang=en



Steve MorganSyniad IT Solutions

235

How to build your SIAM

programme and deliver a

successful outcome

Steve Morgan, Director, Syniad IT

236

Welcome

Join in on Twitter

@SteveBMorgan

Quick resumé

SIAM experience

ITSMF UK SIAM SIG

Objectives for today?

237

Introduction

• Multi-sourcing is becoming the industry norm, and this introduces a new challenge in terms of how a complex vendor eco-system will be managed

• Service Integration & Management is the co-ordination of people, processes, and tools/technology across multiple Service Providers, be they internal or external, to manage the delivery of end-to-end service to the customer.

• So it’s just IT Service Management for multi vendors?

Not quite….

• SIAM encompasses IT Service Management activities, as well as- Business relationship management- Project delivery- Vendor / commercial management- IT governance- Financial management

238

What is SIAM?

This diagram depicts:- IT serving multiple business units

- IT procuring its capability from multiple towers

- The need for a consolidation layer- Service Desk to manage user support

- The need for a retained or sourced SIAM function to integrate tower services into business services

- The need for consolidation of outputs from each tower to form service focussed output (e.g. Capacity Mgt, Reporting)

239

» More effective Change Control and long term planning

» Assures integrity of service and technical dependencies, reducing incidents

» Improved flexibility through the ability to add or reduce managed Providers

» Standardised and industrialised processes based on best practice

» Drives reduction in Incidents and Problems e.g. Problem management across

landscape

» Less ambiguity / ‘grey areas’, opportunities for things to fall down a hole

» Provides definitive set of Management Information – ‘One Truth’

» Drives the elimination of inefficiency e.g. activity duplication

» Standardisation and industrialisation of processes (inc. automation) across providers

» More reliable service with less incidents, major incidents, and problems

» Supports Single point of responsibility / accountability

» Provides Clear End-to-end ownership of the service

» Establishes Single point of contact for your lines of business

» Manage service catalogues which are business, not technology aligned

Why is Service Integration important?

Service Integration is the key to maximising the value of a multi-sourced IT Operating model.

Increased AccountabilityTo End-User

Enhanced Service Quality

Reduced Cost

Reduced Risk

240

1.SI is IT Org

IT Org

Infrastructure+ EUS Service

Provider

ApplicationsService

Provider

TelecomsServiceProvider

Int. Service Integrator

2. SI is a Supplier

Service IntegratorIT Org


Provider

ApplicationsServiceProvider

TelecomsService

Provider

ServiceIntegrator

IT Org


Provider

ApplicationsServiceProvider

TelecomsService

Provider

4. SI is Lead Tower Supplier3. Hybrid - SI is IT Org plus a Supplier

IT Org

Int. SI

Service Integrator


Provider

ApplicationsService

Provider

TelecomsServiceProvider

SIAM Models

• Model 1 – Retained SIAM function

• Model 2 – SIAM is sourced independently of the Service Towers

• Model 3 – SIAM is delivered jointly by the retained organisation and a sourced SIAM partner

• Model 4 – SIAM is delivered by a Tower Supplier as lead supplier

• Each model has their own benefits and disadvantages. There is no “best” option….

241

Define the SIAM scope

• Use ITIL & COBIT as a reference point to build a process / controls based operating model

• This can be extended by adopting a “sliding scale” approach to indicate what is done by retained organisation versus SIAM and other service providers

Source: ISACA implementation of Service Integration in a Multi-provider Environment Using COBIT 5

242

SIAM – The Big Questions you need to be asking…

• What are the key issues that we are trying to resolve by adopting a SIAM based approach?

• Are we looking to achieve transformational change in IT?

• What are we comfortable outsourcing and what needs to be retained?

• Do we accept that our IT operating model may need to change?

• What will our process models look like in terms of roles and responsibilities?

• Who will own and operate the ITSM tools?

• Will we operate SIAM in-house, or as one of our Service Towers?

• Are we already operating in a SIAM model, but we just don’t call it SIAM!?

In my experience, if we could do the following things with these questions, life would be so much simpler by..

• asking these at the start of the programme

• seeking answers

• gaining consensus from all stakeholders

• documenting the answers in a programme charter that forms the basis of the project initiation documentation

243

SIAM Programme Objectives and Structure

• The SIAM programme will be accountable for designing, building and implementing the new IT operating model to support the multi vendor sourcing strategy

• The new Operating Model will typically encompass:

– A process workstream

– An organisational change workstream

– A communication / cultural change workstream

– A tooling workstream

– A governance workstream

• Ideally the SIAM operating model will be established prior to implementation of the multi-vendor strategy

244

SIAM Programme Success Factors

• Develop the Target Operating Model

• Align SIAM to the business strategy and direction

• Define a tooling strategy which extends beyond ITSM tools

• Design an end-to-end organisation structure

• Define the scope and responsibilities of SIAM, retained vs. outsourced and service towers

• Do not ignore the need for cultural / behavioural change

• Implement the SIAM operating model prior to implementing the sourcing strategy

• Your team should comprise the following skills

– IT(SM) Process design

– Tooling (selection, requirements gathering, contracting, implementation)

– Sourcing (commercial oversight, contract law)

– Cultural & Behavioural change

245

Thank You…

Contact Details

Steve Morgan+44 (0) 20 3143 3492

E: [email protected]: @SteveBMorgan



William HooperOareborough

Consulting

Who Cares Whether Your SIAM Agreement Works?

IT In the Park

25th October 2016William Hooper, Oareborough Consulting

© Oareborough Consulting Ltd.

248

• Why engage multiple suppliers?

• Realising your business case

• The role of agreement

• Elements of a good agreement

• Agreement under SIAM

• Making the agreement work

• Close

What I hope to Cover Today

249

250

Why Engage Multiple Suppliers?• Quality of alignment• Cost• Supplier risk

251

252

Cloud

ToolingAutomation

DevOps

Experience

Realising Your Business Case

253

• Clear

• Shared

• Coherent

• Achievable

254

255

The Role of Agreement

256

Imag

e co

urt

esy

of

Swee

tCri

sis

/ Fr

eeD

igit

alP

ho

tos.

net

Move Faster

Achieve More

Optimise Risk

257

Elements of a Good Agreement

258

• Multiple parties• Incentives• End-to-End Integration• Short duration• Standardisation• Wish to Collaborate

Consistency!

Agreement under SIAM

259

Making the agreement work

260

• Contractual Change• Operational Change and impact assessment• Resource allocation• Risk and Issue management• Information management• Standards setting, maintenance, adherence• Policy, Process, Procedure, Organisation, environment• Performance, Commercial, Financial management• Supplier management• Business relationship management

Rigour In Follow-Through

COBITPrinciples

1. Meeting Stakeholder

Needs

2. Covering the

Enterprise End-to-end

3. Applying a Single

Integrated Framework

4. Enabling a Holistic Approach

5. Separate Governance

from M’gement

• Clarity of Purpose

• Consistency in Construction

• Rigour in Governance

The Keys to Success

261

262

Thank You!Email: [email protected]: 07909 958274

© Oareborough Consulting Ltd.




Claire AgutterITSM Zone

Futureproof your ITSM

Claire Agutter

About Me 15+ years in IT service management

Roles include help desk, change management, project management, service management implementation, consultancy and training

Lead tutor and director of ITSM Zone, director at Scopism Limited

Interested in anything that helps IT work better

© Scopism Limited 2016

What’s driving change?

Sluggish Organisations

Customers expect more, faster

Processes evolve over time

Errors lead to an increased desire for control

Metrics become meaningless

Vision is lost


Perceptions of IT

Bureaucratic

Likes to say “no”

Old fashioned

Process driven

But….

How IT gets ‘done’

Contractual requirements

Millions of certified professionals


Yes Please

Enterprises want the results, but not the risk

They need to understand the journey


What Now???

“Oh good….a new management initiative”


What should be on your radar

Shift Left

DevOps, Rugged DevOps, DevSecOps

Agile

Agile service management

Lean

Shift Left - Dev

Shift left testing is an approach to software testing and system testing in which testing is performed earlier in the lifecycle (i.e., moved left on the project timeline). It is the first half of the maxim "Test early and often.”


Shift Left - Ops


Decreasing support costs and impact

Self HelpService

Desk/Tier 12nd Line 3rd Line

DevOps


What is it?

“…rather than being a market per se, DevOps is a philosophy, a cultural shift that merges operations with

development and demands a linked toolchain of technologies to facilitate collaborative change” Gartner

“…a cultural and professional movement that stresses communication, collaboration and integration between

software developers and IT operations professionals”

DevOps Institute


Perceptions: DevOps

JFDI

Tech driven

Dangerous

But…..

Exciting

Attractive

The future


CALMS

Culture Automation

Metrics Sharing

Lean


Agile



Individualsand interactions

Processes and tools

Workingsoftware

Comprehensive documentation

Customercollaboration

Contract negotiations

Respondingto change

Following a plan

While there is value in the items on the right,

we value the items on the left more

OVER

Scrum Pillars


Scrum

Transparency Inspection Adaptation

Agile Service Management


Agile ITSM

Traditional ITSM rollout methods don’t always work well

Apply Agile principles to ITSM design

Allow faster feedback

Get better at process integration


Lean


Lean ITSM

More value, less resources

Processes focused on customer outcomes

Minimise waste

Sound familiar?


How do you get started?


Culture

Leaders need to define outcomes

>>behaviours

Agree and measure

Train

Reinforce

Improve

It might get worse before it gets better


Enterprise level adoption

Scary for some large orgs

Procurement and business case processes not built for agile ways of working

Teams not used to working autonomously

Greater demands from end users

Shadow IT


Process Exploration Days

Hack days or Shipit days for processes

Innovation isn’t just about products

We can all be explorers

Rotation days also work

Communities of practice

Lunch!


Rewarding People

Use small rewards often, linked to specific actions

Give rewards at unexpected times

Reward the behaviour, not just the results

Reward peers, managers and subordinates

Reward publicly


Find the Purpose

Collect stories about the process – good, bad, indifferent

Select examples of what you do/don’t want to happen in future

Find items that represent stories

Compare the process purpose with the organisational and procedural level purposes

Avoid the management jargon


Agile SM Start Points

Limit WIP and focus teams

Where does work come from?

Autonomy and self-organising teams

Flow

Inspection


Agile ITSM: Support

Helpdesk calls = feedback

Problem management = improving daily work

Incident management = opportunities for improvement

Leverage automation (shift left)


Learn from history

What have you done that’s worked?

Have new ways of working always had a business case?

Remember it’s not a best practice competition


Next Steps - Personal

http://devops.com

http://devopsinstitute.com/

Events: DevOps Days

Events: DevOps Enterprise Summit

Books: Phoenix Project

Books: Lean Start-up

Training: DevOps Foundation, Certified Agile Service Manager


Takeaways to consider

What can you learn from how you do ITSM now?

Where does innovation live in your organisation?

How do Dev and Ops interact?

Is your service management agile?

Are you doing management or creating value?


Any Questions?


Contact

[email protected]

Twitter: @ClaireAgutter

LinkedIn: Claire Agutter

(07867) 505661



Paul WilkinsonGaming Works

© GamingWorks

The number 1

SUCCESS or

FAIL factor for

ITSM

© GamingWorks

Trends = Business dependency

IT Transformation CIO needs:

Leadership development

and staff training“….from Internal focus to outside-in, business value focus”

Business & IT productivity IT and Business alignment Business agility &

speed to market Business process

management & reengineering IT cost, reliability & efficiency

and security

Increasing impact ITSM as a strategic capability

Growing importance,& dependency

Poor ability to execute

CobIT

ISO27..

20..ITIL

Prince2

PMIDevOps

ISO

38..

BiSL

KT

Togaf

Scrum Agile

BRM

© GamingWorks

Strategic Assets

People

Our IT peopleare becomingCritical assets forBusiness growth and continuity

Trends = ITSM a Strategic capability

…you mean HEis a Critical Asset?!!Boy are we indeep Doo Doo !...

© GamingWorks

A (learning) Approach to MAXIMIZE RETURN ON VALUE

Agenda

BEYOND TRADITIONAL training interventionsCreate buy-in, overcome resistance, empowerPeople, translate theory into PRACTICE

MEASURING IMPACT

……..using a Case…

© GamingWorks

Case: Customer X

Busy with ITIL Foundation training….(20 K invested)

…...bought a tool…(50 K invested) developed processes….

(10 K invested) …wasn’t working…..resistance…

no information….no control…..

…..wants VALUE and RESULTS

52% Fail Due to resistance

70% Don’t Get value from ITSMInvestment

© GamingWorks

How can we see andmeasure the impacton V,O,C,R?

Which problem dowe want to solve?

What is your learning objective?

What is the desiredBehavior?

What will we see differently?

Which Skills, Knowledge &competences do people have/need to do this?

How do we evaluate the learning experience?

How can we evaluate that the knowledge or skillshave been learnt/

applied?

Which new behavior will we see at the workplace, how can we enable this &

measure?

An effective approach - maximize value

3%

‘Wish’ – (Behavior)

Objective/

problem

‘Wish’

Behavior

CompetencesTest

prove

Business

results

Learning

process

Functioning

Which learning intervention or exercise can help achieve this? Intervention

‘Serious Game’

© GamingWorks

Knowledge:

Expertise and skills acquired through

experienceor education;

the practical or theoretical

understanding of a subject.

Educationand

Theory

Where do we go WRONG?

A SERVICE is a means of

delivering VALUE to customersby facilitatingOUTCOMES

customers want toachieve without

the ownership of specific

COSTS & RISKS.

ITIL Certification


Objective/

problem

‘Wish’

Behavior

CompetencesTest

prove

Business

results

Learning

process

Functioning

Intervention

‘Serious Game’

© GamingWorks

Valueand

OutcomesIntake & Transfer

It is through an

effective INTAKE

& TRANSFER of

learning into the

Working

environment

that VALUE

is created

and knowledge

translated

into RESULTS

Knowledge translated into Results


Objective/

problem

‘Wish’

Behavior

CompetencesTest

prove

Business

results

Learning

process

Functioning

Intervention

‘Serious Game’

Translating theory

into practice

‘New behavior’

• Don’t get the HOPED

• For VALUE

>70%

© GamingWorks

ABC Assessment

Help identify ‘Undesirable behavior’

& ‘Resistance’

To help scope the

Problem and identify

‘Undesirable behavior’

Customer X

© GamingWorks


& ‘Resistance’

© GamingWorks


& ‘Resistance’

© GamingWorks

Problem/Wish - New behavior/

Business results

Dissatisfied Customers Poor availability Re-inventing the

wheel, wastingmoney and time

No control Staff frustration

Customer focused All incidents recorded Support staff record & transfer

work-arounds Managers addressing

people on behavior We prioritize using Business

impact We continually improve We give direct feedback

Improved Customer satisfaction

Improved availability Less wastage Improved motivation

© GamingWorks

CompetencesTest

prove

Learning

processIntervention

‘Serious Game’

ABC (Customer/Resistance) Apollo MT Define ‘Wish’ – agree Transfer

role of managers Apollo Employees –

define Wish, identify resistancecapture improvements

Define measurements Leadership

Learning Intervention

© GamingWorks

User

Call center

1 st Level

support

2 nd Level

support

3 rd Level

support

Supplier

Flight Director

Business

Mission Director

Experiential Learning – Business simulation

Developing a Tool, to enable the processes,support decision making,Manage the workload,Transfer knowledge,Solve issues.

© GamingWorks

Managers focus on desirable behavior,REWARD & CONFRONT

Use daily contact moments:- Coffee machine- Meetings- Waiting for elevator

Give right example Present results, ask for suggestions Set priorities in line with SLA

Develop own procedures, KPIs – together. Apply CSI

Confront each other on behavior Update the tool with accurate, useful

timely information to enableresolution and control

Go into business and observe use.Present back to teams

What do we AGREE to doDifferently….how can we ENSURE this?

Transfer into the working environment

© GamingWorks

Behavior 1st 2 mnth

I know why we need to document and register all

relevant items.

6,5

I register all the items I need to document. 6.7

I regularly use information from the tool. 6,0

I observe other people recording useful information 5,4

I observe that others are using information to make

decisions and reporting

5,7

I see managers confronting undesirable behavior and

promoting new processes

5,8

Measure behavior - Progress

Measuring current

behavior & change

over time.

© GamingWorks

See! managers don’t really care

That’s not what we agreed!

It can get

WORSE

I don’t have the time….

I’ve got more important things to do…..

Rewards!?…..nonsense, they’re adults

I already told them what to do!.....

© GamingWorks

Measure behavior - Progress

Behavior 1st 2 mnth

I know why we need to document and register all

relevant items.

6,5

I register all the items I need to document. 6.7

I regularly use information from the tool. 6,0

I observe other people recording useful information 5,4

I observe that others are using information to make

decisions and reporting

5,7

I see managers confronting undesirable behavior and

promoting new processes

5,8

8,6

7,6

7,1

6,8

6,9

7,0

© GamingWorks

Behavior 1st 2 mnths

Our processes are designed based on customer focus

and Service Catalog.

6,1

Our new tool is effective and delivers added value. 5,7

We spend enough time carrying through on process

& performance improvement.

5,8

My work is more effective and efficient. 5,9

Other people always stick to agreements made 5,7

Other people regularly inform me about status of the

agreements we made.

5,6

7,2

7,2

7,1

7,5

7,0

7,0

© GamingWorks

Busiss

results

1. Improved Customer satisfaction

rating

2. Improved 1st call resolution and

availability of key focus systems

3. Improved staff satisfaction

1. 32% score 8+ on “My work is more

effective and efficient” (47% 7+)

2. 29% score 8+ on “Project X brings

results” (41% 7+)

3. 34% score 8+ on “Project X has

improved my work” (47% 7+)

I have better

control. Insight

& decision making

I am better able to

help and inform

customers

1st call resolution went up from 65% to 75%, representing 40000 additional calls resolved, saving 2 Million Kroner and the business outcome? improved patient care and patient safety.

© GamingWorks

Use the 8-field model to identify desirable and undesirable behavior that needs changing

Do this together with the teams and managers(Use ABC cards to help assess, discuss)

Explore using ‘experiential’, learning by doing(also coaching) to translate theory into practice

Start measuring behavior and impact, reviewwith ALL teams then focus on next behavior

© GamingWorks

Thank You

Any [email protected]

www.gamingworks.nl




John CustyJPC Group

How Innovation and Technology are Changing Service Delivery

John Custy

JPC Group

[email protected]

+1 617.851.6543


Agenda

What is Innovation?

Innovative companies

What is Service Delivery?

What technologies/frameworks are impacting us?

327

©2016 JPCGroup IT in the Park IT

Service Management Conference Edinburgh October 25, 2016

Facilitator Introduction

Service Management Practitioner, Consultant and Educator

Ron Muns Lifetime Achievement Award

IT Industry Legends

ITIL Expert & ITIL Service Manager

ITIL Intermediate – SS, SD, ST, SO, CSI, OSA, SOA, PPO, RCV

DevOps Certified - Instructor

KT Certified Instructor

ITIL Accredited Trainer

Knowledge Centered Services (KCS) Verified Consultant

ISO/IEC 20000 Consultant

ISFS, ISMAS based on ISO/IEC 27002

HDI Faculty & Certified Instructor

John Custy

john.custy

ITSMNinja

johncusty

October 25, 2016©2016 JPCGroup IT in the Park IT

Service Management Conference Edinburgh

http://www.linkedin.com/in/johncusty

http://www.twitter.com/ITSMNinja

https://plus.google.com/117225797795630957982?prsrc=3

http://www.facebook.com/john.custy

Innovation

The process of translating an idea or invention into goods/services that creates value.

…replicate at an economic cost to satisfy a need

… greater or different value from resources…

NOT about cost cutting/reduction

ABOUT revenue and margin GROWTH

329



Three Types of Innovation

Evolutionary – incremental changesEasier and safer to take an already successful service and raise it up than to

develop a new one.

Driven by the customer/business is more successful.

Imitators – creates more effective solutions

Revolutionary – disruptive, discontinuous innovator

330



Four Characteristics of Innovative Organizations

Emphasis on speedQuick adoption of new technologies

Well-run R&D processesAdoption of lean methodologies to R&D

Use of technological platformDigital, mobile, big data, and other technologies are used to support and

enable innovation across the organization

Systematic exploration of adjacent marketsLeverage existing capabilities in lean, speed, and technology platforms to

enable innovations, whether next door or further afield



331

50 Most Innovative Companies

From Boston Consulting GroupApple (APPL)

Google (GOOGL)

Tesla (TSLA)

Samsung

Lenovo

Five in top ten, 75% in top 50 are non-TechFast Retailing (Japan)

Marriott

Disney



332

On the list 9/10 yearsApple Google

Microsoft Samsung

Toyota BMW

Amazon IBM

Hewlett-Packard General Electric

Cisco Systems Nike

Sony Intel

Procter & Gamble Walmart

http://fortune.com/2015/12/02/50-most-innovative-companies/

Innovation 333



Innovation - Evolutionary

By Aconcagua (talk) - Own work, CC BY-SA 3.0, https://commons.wikimedia.org/w/index.php?curid=11483030

334



BMW Self-Balancing Motorcycle 335



Innovation 336



GRIT, Global Research Innovation and Technology

Innovation 337



Technologies

Mobile/5G

Cloud

IoT/Smart

Analytics & Big Data

AI/Machine learning

Social

338



What is Service Delivery

A service delivery framework (SDF) is a set of principles, standards, policies and constraints used to guide the design, development, deployment, operation and retirement of services delivered by a service provider with a view to offering a consistent service experience to a specific user community in a specific

By HeyJay54 - Author, CC BY-SA 3.0,

https://en.wikipedia.org/w/index.php?curid=19340654

339



Methodologies t0 Facilitate Innovation

Agile

DevOps

Lean

Kanban

Agile Service Management

340



What counts …

The experience – don’t forget the userNot about outputs, but outcomes

Total experience

Technology is a tool to help user achieve their goals

Did the user ‘ask’ for this, or was it forced on them?

Is the goal to have users use the solution or prefer the solution to what was used previously?Who funded? Why?

Are users inside or outside the loop?

341



Successful Organizations

Real business impactAre both the customer and service provider proud of the solution?

Would the customer fund this?

Strategic partnership

Changing role of IT (see panel session later today)

Trust

Don’t forget the people and processes

Innovation is one of top three strategic goals

342



Questions?



343



344

https://www.bcgperspectives.com/content/articles/growth-lean-manufacturing-innovation-in-2015/


Daniel BairdGrahams The Family Dairy

a cloud journey

october 2016

daniel bairdGroup Head of IT

1939

The Dairy starts

Grandpa Robert milked 12

cows by hand.

The milk churns went by

pony & cart to Bridge of Allan

1940s

Dad arrives on the scene,

The dairy buys a bottling machine

filling 5 bottles at a time

Our first milk van arrives.

1967

A major milestone:

the purchase of a

pasteuriser & Graham’s

milk is sold a little

further afield

1988

The Jersey herd begins

with cows once owned by

the Queen

1990s

The business grows substantially from

being just doorstep to wholesale, and

delivering to shops, hotels & restaurants

1991

Robert Graham Jnr joins

the business from

University

1999

The first supermarket

contract is won and

the first artic lorry is bought

2006

Major rebrand

resulting in the launch of

the “Family Dairy” brand

2009

Graham’s Gold milk is the first

branded product into stores in

England

2009

Graham’s ice-cream

range is launched

2011Graham’s spreadable butter is launched – the

first to be produced by a Scottish dairy

2011The brand is refreshed

KWP 52 w/e 27th March 2016

51.1

0

10

20

30

40

50

60

A M J J A S O N D J F MM A M J J A S O N D J F MM A M J J A S O N D J F MM A M J J A S O N D J J F M

20162015201420132012

Penetration %

Over half of Scottish households buy the Grahams brand. After continued

growth, this has stabilized since the end of 2015.

Grahams in

Scotland

protein 22

a long time ago in a dairy far away…

• Aging unreliable exchange servers with limited storage

• Unreliable tape backups

• Limited mobility

• Large XP estate

• Virus/Malware issues

• Remote site issues

• Costly IT support issues

• Blackberry handhelds

Graham’s Family Dairy in 2015…

step 1 – exchange online

• 2013 – Migrated to Exchange Online

• Easy Entry-Point into the cloud

• Enabled large mailbox storage

• Increased reliability and removed reliance on

servers and rural broadband

• Removed cost of server running and support

• Monthly costs the same as their previous anti-spam

• Enabled advanced features like Litigation Hold and

Online Archiving

step 2 – intune management

• Early 2014 – Deployed Intune to manage and secure PCs and Mobile

devices

• Removed cost of legacy Anti-Virus

• Enabled standard builds and software deployment

• Gave visibility of the hardware in the company

• Added management of iPADs and Android

• Reduced Virus and Malware infections

step 3 – xp to windows 7/8

• Early 2014 – Windows Intune enabled us to identify XP upgrade targets

• Removed all XP and Vista from the estate

• Dramatically improved performance, security and reliability

• Windows 8 on MS Surface and other touch devices

step 4 – windows mobile• Spring 2014 – Upgraded old Blackberrys to Microsoft Lumia

• Removed reliance on Blackberry servers

• Reduced phone contract costs

• Enable full MS Office on devices

• Superior Email Client

• Intune Management

• Access to Modern Apps

step 5 – azure infrastructure

• Summer 2014 – Implemented Azure Infrastructure Services

• Azure Backup instead of tapes with System Centre DPM

• Azure Site Recovery for Disaster Recovery

• Azure based Active Directory servers for remote sites

• Removed cost and risk from on-premise backups

• Low monthly fee

step 6 – yammer

• Autumn 2014 – Implemented Yammer social networking

• Wished to have better internal communications

• Wished to engage the sales team and non PC users

• Huge success and has helped drive sales

• Part of Office 365

• Integration with Digital Signage

step 7 – azure databases

• Spring 2015 – Implemented new order management system in

Azure

• Reduced running and hosting costs

• High availability

• Using Azure AD (Office 365) as authentication

• Using Intune to manage delivery handhelds

step 8 – sharepoint & powerBI

• Spring 2015 – Rolled out Grahams “DairyPoint”

• Central portal for all reporting systems

• Using Natural Language Query in PowerBI for reporting

• Dashboarding company performance

• Document Management

• Corporate Intranet

• Yammer integration

step 9 – skype for business

• Summer 2015 – Rolled out Skype for Business

• Rapid communication and Video Conferencing between depots and staff

• Reduced phone bills

• Dial-In Sales meetings

• Townhall meetings

• Integration with PBX & Presence

• Dial-In Conferensing

step 10 – the future• Planned projects for 2016/17:

• Implementation of Self Service Password reset lowering support costs

(Complete)

• Windows 10 rollout (Complete)

• Deployment of System Centre 2016 Management (In Progress)

• Server 2016

• Implementation of Multi-Factor authentication to increase security

• Customer Web App and Mobile App in Azure with Machine Learning

• Microsoft Azure IoT Stack

Step 10 – The Future - IoT

• IoT project – Cage tracking

• IoT project – Vehicle monitoring

• IoT project – CCTV

• IoT project – Vehicle CCTV

• IoT project – Temperature monitoring

• IoT project – Facilities – Door entry, Silo levels

• IoT project – Production monitoring

• IoT project – Connected Cow

december 2016 – kintore depot

Daniel Baird

[email protected]

https://www.linkedin.com

/in/robertdanielbaird




Allen EnsbyVocalink

You Can’t Manage What you Can’t

See!

IT in the Park – 25th October 2016

Allen Ensby

AGENDA

1 Introduction

2 VocaLink: Who we are

3 VocaLink and Interlink History

4 VocaLink Monitoring Infrastructure Overview

5 Monitoring by Numbers

6 Service Visualisation – Interactive Dashboards

7 What’s Next?

WHO WE ARE

WE ARE VOCALINK

• We are a global payments partner to banks, corporates and governments

• We design, build and operate world-class payment systems and

award-winning platforms

• We believe that sustainable economies are powered by easy access and

movement of money

• We make it easier for people around the world to make payments

confidently and securely

• We processed over 11 billion transactions with a value of £6 trillion in 2015

OUR INNOVATIONS

OUR SUCCESS IN NUMBERS

£1trillionValue of Faster payments

transactions processed in 2015

£136billionAmount of ATM cash

withdrawn for 2015

£4.6trillionValue of Bacs payments

processed in 2015

Direct Debit

BACS transaction values (£bn)

0

500

1,000

1,500

2,000

2,500

3,000

3,500

2010

2011

2012

2013

2014

2015

Direct Credit /

Standing Orders

0

200

400

600

800

1,000

1,200

2010

2011

2012

2013

2014

2015

FPS transactions values (£bn)

110

115

120

125

130

135

2010

2011

2012

2013

2014

2015

LINK Scheme cash withdrawal values (£bn)

20.2millionPeak Daily Faster Payments

Transactions

15.42millionPeak daily ATM transactions

109.3millionPeak Daily BACS payments

VOCALINK AND INTERLINK HISTORY

• Initial contract with Interlink Software signed in 2002

• 2007 – installed BES at VocaLink to give a true manager of managers “One

Screen” monitoring system

• 2012 Implemented ASI Dashboards, introducing Service and Technical Business

Value Dashboards due to growing business reliance on the technology

• Several bespoke integrations written and developed to assist software

implementation across the business (not just Service Operations!)

VOCALINK MONITORING INFRASTRUCTURE OVERVIEW

• 4 BES servers

• Automatic Callout to 12 separate 24x7 support

teams

• Automatic incident ticketing to 2 different ITSM

tools

• BES reporting with scheduled

daily/weekly/monthly SLA reports

• 5 internal dashboards and 2 external (customer

dashboards) driving service value and visibility

MONITORING BY NUMBERS

• On average 45,000 events generated by monitoring systems per day.

• 240 major severity alerts

• 98% automatically raise an incident to the associated support team

• 45 critical severity alerts

• 40% automatically raise an incident and an automatic callout to the associated support team

• Approx. 2,300 procedures attached to known alerts.

• 1700 alerts suppressed via blackout on average per weekday & 40,000 alerts suppressed via

blackout during a weekend

SERVICE VISUALISATION

Why use a dashboard?

• Real time, relevant information at a glance

• Collate data from multiple, disparate sources (i.e. not just alerts!) for a unified view

• Display the health of critical services across your business

• Incorporate service or technology maps to aid and assist recovery

• Provide customers with real time information about the service you provide

SERVICE VISUALISATION – Batch Monitoring (internal)

SERVICE VISUALISATION - Technical Service Overview






SERVICE VISUALISATION – Faster Payments Scheme (internal)

SERVICE VISUALISATION – Faster Payments Scheme (customer)

SERVICE VISUALISATION – BACS Scheme (Customer)




VocaLink – What’s Next?

2

Integrate with

everything!

More and more technology

integration as more and

more bespoke software is

adopted

3

DevOps/Agile

Balance agile approach

with reliability and stability

1

Business Service

Management

• Monitoring by Service

• True service impact

• CI relationship maps

• Faster root cause

analysis

• Knowledge retention

ANY QUESTIONS?

[email protected]


Andrew PeckVorto Limited

© Copyright 2016 Vorto Limited

V O R T O

Best practices

Major Incident ManagementMIM

Andrew Peck

© Copyright 2016 Vorto Limited 413

V O R T OOpening

• Quick intro about Vorto.

• Raise your hand if you are involved in any way to report outages to your

business or any form of regulatory/external body caused by failures in IT ?

• How many of you have a documented Major Incident mgmt. process that is

utilised and people with either a full time or part time role ?

• What’s the primary objective of the Major Incident Management process ?

• Which areas are there opportunities to shorten the MTTR ?


V O R T OSummary

• Every organisation that has a reliance on IT must have a Major Incident Management (MIM) process

defined in order to effectively manage and reduce business impact from IT outages.

• Different levels of MIM engagement can be applied based on the criticality of IT services, but a

rigorous process has to be established alongside a robust tooling solution (either basic or complex) or

avoidable business outages will occur.

• MIM is surprisingly not defined as a distinct process in ITIL, we however strongly believe it is and have

defined both a distinct process and tooling solution within ITSM tools to support it across multiple

organisations.

• In this session we will cover the following:

o The key stages of the process.

o The support roles and responsibilities within an organisation.

o The opportunities to reduce your MTTR.

o Tooling features (available in an ITSM tool or external products).


V O R T OThe MIM process

Fix applied, service resumed

Recovery plan

agreed

Incident

Raised

Resources

mobilised

Investigation

commencesP1 occurs, business

impacted

Fixes applied

In this example over 3 hours has elapsed, the reality is that the duration can be much longer

sometimes even days.

0 mins 15 mins 35 mins 90 mins 180 mins 195 mins


V O R T ORoles & Responsibilities

Recovery manager

• An empowered individual who has the right combination of technical and business knowledge. Strength of personality and

the ability to remain calm is also as critical.

• They own the technical bridge, drive activities and keep everyone focussed on the resumption of service.

• They do not relinquish control to the CIO !

Communications manager

• Creating and sending communications, following up with regular updates and closing the communications.

• Tracking all work activities.

• Providing “co driver” support to the recovery manager.

IT support teams

• Identified infrastructure and application engineers who working together have the knowledge to resolve the incident.

• Defined as part of the ecosystem of the impacted applications and services in your tools.

Application & service owners

• Identified owner who can make the ultimate decision and whose team is responsible for interacting with the business.

• Understand and help communicate the respective operational, regulatory, financial and reputational impact to their IT and

business services.


V O R T OIdentify & assess

What’s happening?

The business sees a loss of service or the

potential loss if action is not taken quickly

Assess the impact and agree the severity

Start the process

Where are the opportunities to reduce MTTR ?

• A MIM process has been defined and the business know how to invoke it.

• MIM roles have been identified and assigned.

• Services have been defined with owners empowered to make decisions.

• Ideally the CMDB holds the information in your ITSM tool.

• Recertification processes ensure data is accurate.

• The MIM manager and the authorised service representative collaborate to make the decision on the severity.

What do we do now?

Carry out a defined and

agreed process


V O R T OCommunication

Open the Ticket

Establish business impact and complete basic

information

Opening Statement

Key parties need to know


• To open a MIM only requires minimal information, don’t waste time completing fields that aren’t yet qualified.

• Problem management is for later!

• Define subscription rules based on service, severity, country etc. for interested parties to subscribe to, no time wasted finding the right

email list or pulling together a group of people.

• Targeted communication to the right audience can provide the vital piece of information to find the cause of the incident.

• Degrade your service CI so that the Service Desk can immediately see an issue has occurred and help relate other issues that potentially

could lead to a solution (Parent/child logic).


V O R T OInvoke a service recovery plan

While IT works on the issue the business may need to invoke an SRP

Run by the business external to the MIM

A stored service recovery plan (SRP) invoked or a live service recovery blotter (SRB) initiated

• If the incident is of a scale that it needs to be auditable, a stored SRP should be invoked or a live SRB initiated to capture and record the

whole event. The blotter event can then be stored as an SRP within the knowledge base.

• Define SRP’s related to your applications and services.

• Rehearse these plans on a periodic basis.

• Execute the SRP and manage all the required activities.

• Communicate and visualise the status.

• Post event – full audit trail and for regulators and the opportunity to improve the SRP for future invocations.

• http://www.cutover.com/product/

http://www.cutover.com/product/


V O R T OInvestigate

Let’s now find what’s broken

Automation!

Advanced Analytics!


• Your infrastructure teams and application teams all have scripts they use to check environments, automate those scripts.

• Utilise an enterprise orchestration product or self-build using web services.

• Use your CMDB relationships (if you have them) to find the CI’s and run parallel health checks against all the related infrastructure.

• This can be initiated as soon as the service has been identified and the ticket opened, when the IT team reach the bridge the health

checks have completed.

• Advanced analytics – www.squirro.com – Powerful technology to search any data source for related data points (event, change, incident,

log, performance) . All of these when searched within the context of the application can potentially find the issue.

http://www.squirro.com/


V O R T OContinued communication

Don’t forget to keep communicating !

Key parties need to be kept informed

Continued awareness of progress and impact is critical

• Communicate at scheduled intervals or at key lifecycle stages.

• If you communicate well it stops the bridges being overloaded with listeners who don’t add value.


V O R T ORoot cause & recovery plan agreed - fix

Found it, now let’s fix it

Speed is of the essence – cut sensible corners

• Change tickets aren’t needed.

• Retrospective ECR can be raised and approved after the event.

• Audit functions typically agree to this process.

• The key participants, service owner and MIM manager have been empowered by the organisation to make the decision.

• If further guidance is needed bring them to the bridge to discuss verbally.


V O R T OClean up

It’s fixed now what do we need to clean up

with the business and close out the MIM

process

Subsequent activities

• Shift the focus to business clean up.

• Remain in a state of heightened awareness.

• Potentially freeze any changes to the application and supporting infrastructure.

• Who wants to explain an own goal from a failed change immediately after a major business outage?

• Review all the activity logs and ensure accuracy of data entered into the ticket.

• For the highest severity incidents open up the Problem management record immediately.


V O R T OSummary of Recommendations• Establish an owner for the Major Incident Management process.

• Define the roles and assign them to individuals.

• Define and document the process for all internal staff and external vendors to attest to.

• Identify the business critical applications or services and the specialist internal and external resources that are required to restore service when an outage occurs.

• Configure those resources into your ITSM tool for escalation and notification.

• The advanced features available which have been mentioned are all optional based on your volume, criticality of services and budget availability.

• Conference bridge and auto dial – xMatters

• Cognitive search engine – Squirro

• Automated tasks – Any orchestration tool or self-built web services

• Service Recovery Plans – Cutover


V O R T OWrap up

• Questions ?

• See us after this session for more.

• Come to our stand and we can show you our MIM app hosted on ServiceNow and the available add ons.

• Visit our site www.vorto.co

• Contact us:

• [email protected] 07710 520 465

• [email protected] 07770 450175

http://www.vorto.co/




V O R T OAppendix - Functional components of MIM

Assignment to

communication and

recovery teams based

on Target Operating

Model

Auto-impact analysis.

Impact enrichment –

financial,

geographical, business

lines and functions

Diagnosis, investigation and remediation

activity

Leverage “xMatters” to mobilise support

groups and stakeholders onto business

and IT bridges and send communications

to subscribers based on device preferences

Send opening, update

and closing

communications to

targeted subscribers

using comms

templates that

structure and format

messages aligned to

corporate standards

Allow users to

subscribe to major

incidents based on

CMDB applications

and services, severity,

locations, business

lines and

communication types

Link major incidents to other major

incidents and standard incidents

Use post mortem process to follow-up

with detailed impact and

preventative actions

Public wallboard showing major incidents

and their respective business impact

Set applications and services to degraded

and outage. Proliferate visual identifiers

throughout tool to highlight health status

of applications and services

Ensure MiM is intuitive and optimised

for user experience and efficiency

MiM

Auto-

Assignment

Mobilisation &

Collaboration

Tasking

Mobilisation &

Collaboration

Communication Subscription

Post Mortem

Linking

Wallboard

Operational

Status

UI and UX

focus

Time TrackingCapture time spent on support

activity as part of over cost

transparency programme


V O R T OAppendix - Lifecycle Stages of a Major Incident

Step Activity ITSM/Other Tool capability

Comments Roles

1- Identification An issue with a business process is

identified.

N/A – Process Depending on the issue we would

expect parallel events being

generated by monitoring tools

Application Support, Service Desk,

Business users.

2 - Assess & determine

impact/urgency to set priority.

Set the value in the MIM form. N/A - Process This is recommended as a manual

process by the respective service

owner and the MIM manager.

Calculators can be built but the

complexity required and the

subsequent human validation makes

it unnecessary.

MIM Manager and

Application/Service owner.

2 - Degradation The service CI that has been agreed as

the representation of the business

process is set to Outage/Degraded

based on the assessment at that time

Colour based (RAGB) indicators are

added to the MIM form and in the

related processes of Incident,

Problem & Change to alert other

users of the service state.

Workflow can also be triggered from

the degraded state also if required to

initiate automated actions.

MIM Manager.

Service Degrader if federated control

is permitted.

2 - MIM completion and send opening

statement.

Complete the form and the opening

statement for notification.

Communication template, preview

message, preview sender capability

and store all communications for

future reference.

Send to recipients is drawn from

subscription rules of the degraded CI.

Can be users, groups or Email DL’s.

MIM Manager.

MIM Communication manager.

3 - Mobilise IT resources Bring IT resources to the bridge to

investigate.

IT resources defined against service CI

covering both Infra, App support & 3rd

line Dev resources that are experts on

the service. Contacts via phone to

bring to bridge using manual or

automated tools(www.xmatters.com)

Define teams for automated

escalation for applications that

support critical business processes.

This will bring critical resources to the

bridge in -60 seconds. Essential to

maintain this data when reliant on

vendors.

IT Support.

MIM


V O R T OLifecycle Stages of a Major IncidentStep Activity ITSM/Other Tool capability Comments Roles

4 - Investigate through Automation If a CMDB with Application to CI

relationships are available automated

health-checks can be run against all CI’s

Link ITSM to Orchestration capability Saves time ! The health-checks may

uncover the issue. If they return clean

it’s an investigation path that has been

completed with no time wasted by the

support staff.

Automation

4 - Investigate Review all available data to determine

what caused the outage and how to

resume service.

Manually or using advanced product

capability. Squirro Service Insights

(www.squirro.com) plugin to analyse

every available data source within the

context of the application that the

impacted business process runs in.

Typically, the longest stage of the

lifecycle.

All technical support staff

Update subscribers Communicate with an Update message. Add to previous opening statement.

Posting latest update first whilst

retaining the history. Storing each

Communication as a separate record.

Timers can be defined to remind the

MIM staff that an update is due in xx

minutes. We recommend 30 minutes or

when a lifecycle step has been

completed.

MIM Communication manager

4 - Track activities Allocate tasks to each team to track

actions, duration and completion.

If your business requires full audit and a

documented process be invoked to

recover the business process a stored

Service Recovery Plan (SRP) can be

invoked (www.cutover.com)

N/A Useful on a big incident with many

teams running concurrent activities.

Required for PM review post incident to

ascertain tasks carried out and duration.

MIM Manager.

5 - Issue identified and resolution plan

agreed.

Agree action plan with service owner

and technical leads.

N/A – Process

6 - Apply fix. Apply fix under MIM process. If ECR

needed create with reference to MIM.

N/A Site specific processes apply to change

management.


V O R T OLifecycle Steps of a Major Incident

Step Activity ITSM/Other Tool supplied

Comments Roles

Verify service recovered. Confirm with business and IT that

service has been resumed.

N/A – Process

Remediation tasks. If business has to carry out data

clean up assign tasks to track

activity.

MIM Manager.

Close If all tasks complete the MIM can be

closed.

N/A MIM Manager

Closing communication. Send final notice that MIM has

completed.

Add to previous statement. Posting

latest update first whilst retaining

the history. Storing each

Communication as a separate

record.

CI state to ‘Back On Line’ A watch state to ensure heightened

awareness that this CI has just been

under a MIM.

Colour based (RAGB) indicators are

added to the MIM form and in the

related processes of Incident,

Problem & Change to alert other

users of the service state.

Change management typically

would have elevated approvals after

a recent MIM to ensure no ‘own

goals’ after a serious outage.

MIM Manager.

Problem management record

created.

Create a PM for all Sev1 Automatically created to drive

consistent Problem management.

© Copyright 2016 Vorto Limited

To find out more please visit us at www.vorto.co or contact us at [email protected]

V O R T O

http://www.vorto.co/




Alf MelinGetronics

Proactive problem managementHow to resolve problems before your users

know they exist

Date: 25th October 2016

Presenter: Alf Melin

43

4

Proactive problem managementIntroduction

Alf Melin - Head of UK ITSM

Getronics

Global Workspace Alliance

43

5

Proactive problem managementLooking back

- Sometimes an after-thought and often under resourced with split roles

- Risk of conflicting priorities if within the service desk organisation- Traditional problem sources:

- Major incident recurrence prevention

- Stakeholder requests

- Incident trend analysis

- Problem candidates from resolvers

- Reliance on high quality, consistent incident categorization

- Often limited scope (top 10 or greater than x% of volume)

- Working to timescales of weeks and months

- Success often comes in short bursts between periods of apparent inactivity

- Difficulty quantifying value added from many outcomes

43

6

Proactive problem managementChanging environment

Consumerisation and generational

change is driving higher user

experience expectations

Vast data lakes are not being utilised to

deliver potential efficiency savings and

productivity increases Machine learning and pattern recognition

technology are available now to enable real

3P support models and the market wants it

By 2018, 50% of global enterprises will have

deployed machine learning technologies

80% of CIOs wish to switch investment from

backwards-looking reporting to forward-looking

predictive analytics

Gartner

43

7

Proactive problem managementWinners and losers

- Traditional problem management at risk of becoming irrelevant

- Lacks the speed and certainty to respond to heightened

expectations

- Virtual assistants, self-service and self-healing solutions will

displace traditional data sources

- Successful problem management teams will be:

- Integrating new data sources into processes and methodologies

- Embracing true predictive and pre-emptive working practises

- Using multiple data sources to gain insight from many perspectives

- Working to become champions of end user experience

- Prioritising on business value (cost savings & productivity gains)

43

8

Proactive problem managementChanging stance

A modern data-driven and analytics led

proactive support model enables empowered

& active client care

Proactive as it controls situations

instead of reacting to events

Predictive through identification of

trends and warnings which are

associated with potential incidents

Pre-emptive by taking targeted

corrective action before incident

occur

Shifts focus to maximising productivity

and satisfaction with IT

43

9

Proactive problem managementSeeing farther – real world example

4

incidents

72 users experienced 101 crashes in 7 days

3,266 systems exposed to same failure mechanism

- Traditional trend analysis

data source

- Analytics provide accurate impact

analysis and risk assessment

- Ends the reliance on end users

reporting incidents and on desk

registration & categorization

- Timely and accurate confirmation of fix

effectiveness

Event horizon

without analytics

44

0

Proactive problem managementOutcomes - Incident volume trend

0

500

1000

1500

2000

2500

3000

July August September October November December January February March April May June

Incident volume 12-month comparison

Pre analytics Post analytics

- 16.5% incident volume reduction (4,600 incidents)

- Equating to annual £70,000 saving in 1st line support costs

- At least 1,150 hours increased staff productivity

44

1

Proactive problem managementOutcomes - Mean time to resolve

0

100

200

300

400

500

600

700

800

January February March April May June July August September October November December

Incident (95%) MTTR in minutes

2015 MTTR 2016 MTTR

- 10% reduction when compared to same month in previous year

- Equates to 23,000 hours (2.6 years) reduced incident duration

- Achieved in context of staff experience dropping from 24 to 12 months

- 4.3% improvement in FCR and 11% increase in SD resolved

44

2

Proactive problem managementCompare traditional and 3P

- Many issues go unreported & therefore undetected

- Relies on quality registration and categorization by Service Desk

- Wait months for trends to emerge for low/mid volume issues

- Outcome tracking through incident trends is unreliable

- Grey problems drag on with no traction

- Continuous view of end user compute estate

- Detect problems based on real-time data

- High confidence impact and risk assessments

- Outcome tracking instant after fix deployment

- Complement incident data with analytics insight

Traditional reactive support

Modern 3P based support

44

3

Proactive problem managementLessons learned

Contracts

Resistance to proactive work where invoicing is per ticket

OLA / SLA for proactive tickets not recognised by 3rd parties

Culture

De-prioritisation of proactive workflows due to established

behaviours & management systems

Resistance to incremental work, especially where incidents are

under-reported

Fear of exposing mistakes & fear of job elimination

Appetite for change

Budget or stakeholder constraints on ability to respond to recommendations

Incident-focused mind set or business objectives devaluing proactive work

44

4

Proactive problem managementQ&A

Questions welcome Thanks for your time


Leigh MartinSnow Software

WHAT DEFINES “ITSM EFFECTIVENESS” TO YOU…

..IS POSSIBLY NOT THE SAME AS THE WIDER BUSINESS

ITSM EFFECTIVENESS & EFFICIENCYCHALLENGE

BI & ANALYTICS

CLOUD

MOBILE

SECURITY

DIGITAL BUSINESS

INFRASTRUCTURE & DATACENTER

INDUSTRY-SPECIFIC APPLICATIONS

WHAT IS IMPORTANT TO THE BUSINESS?

DISCOVER ALL ASSETSCLEAN INVENTORY DATASOFTWARE & IT CONTRACTSLICENSE AVAILABILITYUSAGE TRACKINGFORECASTING & BUDGETING

WHAT HAS SAM GOT TO DO WITH IT?

HOW SAM DRIVES ITSMDISCOVERY USAGE

TRACKINGNEXT LEVEL SERVICE APP STORE

NORMALIZESUPERCHARGE THE CMDB

ITSM INITIATIVES AT RISKDUE TO POOR CMDB

MANUAL MAINTENANCE OF CMDB:ROAD TO DISASTER

SUPERCHARGE THE CMDB:CHALLENGE

AUTOMATE BY INTEGRATING SAM INTO ITSM

ALWAYS UP TO DATE

SNOW INTEGRATES WITH ANY ITSM SOLUTION

SUPERCHARGE THE CMDB:SOLUTION

DISCOVER ALL ASSETS

GATHER INVENTORY DATA

IDENTIFY RISK AND MITIGATE GAPS

SUPERCHARGE THE CMDB:DISCOVERY

WHO IS USING THE DEVICES?

WHO IS THE PRIMARY USER OF THE DEVICE?

DETECTION OF INACTIVE ACCOUNTS

WHAT SOFTWARE IS ACTUALLY BEING USED?

SUPERCHARGE THE CMDB:USAGE TRACKING

ACCURATE & CLEAN DATA

WHATEVER THE INVENTORY SOURCE

SOFTWARE RECOGNITION SERVICE:

400,000 APPLICATIONS 66,000 MANUFACTURERS550,000 SKUs

SUPERCHARGE THE CMDB:NORMALIZE

BUILD THE SOFTWARE CATALOG

SAM INTELLIGENCE

ENSURE COMPLIANCE

AUTOMATE LICENSE OPTIMIZATION

NEXT LEVEL SERVICE APP STORE

SUPERCHARGED CMDB

NEXT LEVEL SERVICE APP STORE

SNOW INTEGRATES WITH ANY ITSM SOLUTION

HOW SAM DRIVES ITSM

SERVICENOW

SERVICENOW INTEGRATION

SCCMAltirirs

Citrix XenServerBigFix

IBM ILMTiQuate iQSonar

Dell KaceMobile Iron

VMwareLANDeskHEAT DiscoveryHP DDMIIBM TAD4DHyper-V/VMMServer AutomationAirwatch

WindowsLinux

Android

MacintoshUNIXiOS

NormalizationRecognition

Updated

Meta DataRulesDaily

Single Source of Truth

SIM

Software InstallsSoftware ModelsHardware AssetsAny ModulesComputersUsers

Raw DataSoftware

HardwareUsers

Snow Normalized Data Software – Hardware – Users

Compliance – Custom Fields - SAM

MID SERVER

UnlimitedFields

Q&A


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