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The CSI Triangle SITS14 Presentation April 2014
The CSI Triangle
SITS14
Presentation
April 2014
Agenda
Question
ITSM Geometry
CSI triangle
Metrics / Reporting
Problem Management
Knowledge Management
Metrics again
??
How much time do you currently
spend/waste on
re-inventing the wheel
and
useless reporting?
Its all about…
CSI Triangle
Problem
Reporting
/Metrics
Knowledge
ITSM Geometry
Service Desk
IT Department
Customers Problem
Reporting
/Metrics
Knowledge
User View
IT/Tech
View
Business View
Change
Incident
Problem
ITSM Geometry
Service Desk
IT Department
Customers Problem
Reporting
/Metrics
Knowledge
User View
IT/Tech
View
Business View
Change
Incident
Problem
Service Desk
ITSM engine
Service Catalogue
CSI
CSI Triangle
Problem
Reporting
/Metrics
Knowledge
CSI Triangle
Problem
Reporting
/Metrics
Knowledge
Identifying issues / trends
CSI Triangle
Problem
Reporting
/Metrics
Knowledge
Identifying issues / trends
Solving / managing
issues
CSI Triangle
Problem
Reporting
/Metrics
Knowledge
Identifying issues / trends
Solving / managing
issues
Re-using work +
know how
CSI Triangle
Problem
Reporting
/Metrics
Knowledge
Identifying issues / trends
Solving / managing
issues
Measuring progress /
success
Re-using work +
know how
CSI Triangle
Problem
Reporting
/Metrics
Knowledge
Identifying issues / trends
Solving / managing
issues
Measuring progress /
success
Re-using work +
know how
CSI Triangle
Problem
Reporting
/Metrics
Knowledge
Solving / managing
issues
Re-using work +
know how
Identifying issues / trends
Measuring progress /
success
Metrics
SITS14
Presentation
April 2014
Are you reporting on what’s useful ??
or just what you can report on?
or what you do?
What metrics?
• SLAs!!!??
• Server Availability
• Incident volumes
• Turnaround times
• Telephony stats
• Applications avail
• All the 99.99s
Does anyone read, or act upon,
your reports??
• Inputs - coding and categorisation is key
– Logging, status, closing/cause, breach categories
• Develop ‘Bundles’ of relevant metrics – e.g.
– Service Desk ABR/AHT/ATR/FCR/ATA/TAT
– IT Teams – ATR/TAT/SLA/OLA/Quality
– Customer/Business Service – CSAT/SLA/NPS/MOT
How do we improve?
Metric ‘Bundles’
Metric ‘Bundles’
Metric What Threshold Weighting
Telephony
ABR/AHT/ATR ABR<5% AHT<5 min ATR<2 min
20%
Incident logging SLA Key apps – HR + Payroll apps+ Email
99.8% Service Hours
20%
Incident resolution SLA
Weekly review Target 90% 20%
Agent efficiency
Weekly review Target 90% 10%
Customer satisfaction Month end billing 100% availability
20%
Efficiency/scheduling Internal metrics % targets 10%
SERVICE DESK
98%
Metric What Threshold Weighting
Incident Response OLA All Services Target 95%
20%
Incident resolution SLA
Weekly review Target 90% 30%
Analyst productivity
Weekly review Target 90% 10%
Incidents caused by changes ration
Systems supported >2 monthly 20%
Incident backlog Outstanding incidents >5% of monthly total
20%
IT TEAMs
90%
Metric ‘Bundles’
Metric What Threshold Weighting
Incident + request SLA
All Services 99.5% Target 10%
Major Incidents All Services 99.8% Service Hours
20%
Service availability
All Services Target 90% 20%
Team performance
Relative operational performance
Thresholds outside 5%
10%
Customer satisfaction Month end billing 100% availability
20%
Cost per service Target unit costs / budget
Thresholds outside 5%
20%
IT MANAGEMENT
93%
Metric ‘Bundles’
Metric What Threshold Weighting
SLA
Incident/fix <5 per week 20%
Availability Key apps – ERP + Email
99.6% Service Hours
15%
Customer Satisfaction
Weekly review Target 85% 25%
NPS/KCI
Weekly review Target 75% 10%
Key Metric – Moment of truth
Key time availability 100% availability
30%
CUSTOMER - SERVICE A
100%
Metric ‘Bundles’
Metric What Threshold Weighting
SLA
Incident/fix =None per week
30%
Availability Key apps – HR + Payroll apps+ Email
99.8% Service Hours
20%
Customer Satisfaction
Weekly review Target 90% 10%
NPS/KCI
Weekly review Target 90% 10%
Key Metric – Moment of truth
Month end billing 100% availability
30%
CUSTOMER - SERVICE B
98%
Metric ‘Bundles’
94%
Problem Management
SITS14
Presentation
April 2014
Problem management
Successful problem management will start to turn things around
Think role and person more than process
Raise problems and get them solved (not necessarily solve them)
Too often seen as administrative
Needs clout and strong communications/PM skills
Problem management
More about ownership + people than just a process
Problem Management – part analyst, investigator, mostly project manager
Visibility helps – teams/crowds solve more problems
What are your top 5/10 problems?
Not necessarily just the (successful) ex Service Desk Manager
Customer experience drives delivery SLA is worst case Manage customer expectations – e.g. keep updated/check closure Report by customer experience not ITSM process (customer satisfaction not total # calls logged in a month)
Delivery in order of value to the business Maximum benefit Minimum risk Optimum cost
Fastest possible route to closure Fix, fulfilment, answer, re-direction etc
Minimum touch points ‘Shift-left’ – more first time fix and Self Service (cheaper, faster, easier to manage)
Service Experience Principles
Knowledge Management
SITS14
Presentation
April 2014
Getting the right level of information – accurate, up to date, relevant, useable
To the right person – being aware of the support model and the levels of knowledge held at different support levels
In a language and format that is appropriate for them – technical or not, plus summary or detailed, as required for the relevant support level and skillset
Quickly and when and where they need it – without need for long searches or trawling through long lists of options, delivered at the point of service or action as required
Knowledge
Shift Left
The ‘no brainer’
Faster
Cheaper
Easier
1 2 3
Shift Left
The ‘no brainer’
Faster
Cheaper
Easier
Just a better customer experience
1 2 3
$10 $100 $300
Challenges?
Sounds like a lot of work…?
Most of the information is usually there..!
How much time do you currently
spend/waste on re-inventing the wheel
and useless reporting?
Metrics
(again)
SITS14
Presentation
April 2014
CSI Triangle
Problem
Reporting
/Metrics
Knowledge
Solving / managing
issues
Re-using work +
know how
Identifying issues / trends
Measuring progress /
success
Progress
Use metrics + CSI to take action and achieve success…!
Identify trends
Drive improvement
Support investment
Achieve efficiency
Communicate success
Problem
Reporting
/Metrics
Knowledge
40
#ITSM Goodness
Problem Management is a game changer to stop fire fighting and start adding value
Visibility helps to get problems solved – so publicise your top 10 problems across IT
In IT we like to build models, tools + processes rather than just managing people + issues
Metrics in isolation are dangerously misleading – its an eco-system which needs balance
Processes don’t happen or work by themselves – if there’s no governance then they’re a waste of time
Documentation is good – but engagement, empowerment and attitude are even better
Thank you for listening!
www.barclayrae.com
Itsmgoodness.com
#itsmgoodness
BrightTALK CH 9885
@barclayrae
