Archive for the ‘Pete Canavan’ Category

7 things you should know about Managed IT Services

April 26, 2012

With more and more companies looking at outsourcing solutions for all or part of their IT, it is important to highlight the main features of a Managed Service, especially as an alternative to full outsourcing or off-shoring. Here are 7 things organisations should know about Managed IT Services:

1) It’s not all or nothing
A common misconception is that you have to outsource your entire IT function in order to obtain the cost-efficiencies you are seeking. This leads to the ‘fear factor’ of loss of control/influence of back office Services, and therefore a reluctance to explore the breadth of options available.

The approach more and more firms are adopting is one of precaution whereby they test the theory by outsourcing specific functions to suppliers. It is becoming more commonplace for organisations to outsource their 1st & 2nd line support, an area which is typically not bespoke and more easily replicable by a supplier.

However, the key to success of any outsource venture is the selection of vendors. A plethora of suppliers exist within the market, but it is critical that the supplier of choice is one which is aligned to the specific requirements of the business and does not dictate the provision of Service through a ‘one size fits all’ approach.

You could choose a service provider for out-of-hours support, so that you don’t have to rely on an internal rota system where staff are paid 1.5 or 2 times their hourly rate to provide support from their beds.

Or you could even just get a few extra resources to cover for holidays and/or to provide additional capacity during peak times which compliments and supports your existing solution.

2) It can give you more control over your IT
Whilst an in-house service seems like the best way to be in control of your IT, it is common for difficulties to arise in terms of reaching your target service levels and delivering the high levels of customer service demanded by business users. These limitations are often related to the existing skills, resources and budget that are available internally; there are also elements of staff management that can affect the final results, such as sickness, holiday cover, staff turnover and so on.

Opting for a ‘partial’ outsource means the only thing you need to do is set the appropriate SLAs and then it’s up to the supplier to meet them – using whatever tools and techniques are available, be it up-skilling staff, Continuous Service Improvement (which should be a fundamental delivery item of any managed service) or implementing new processes. In this way, you have more control over the most important thing – the service levels your organisation needs.

You should be looking for someone who wants to build a long term partnership with you and whom you believe will be seen as an extension of your existing IT function, and not ‘that 3rd party lot that sit in the corner!’

3) It’s safer than other types of outsourcing
The additional attraction of ‘partial’ outsourcing is that you retain ownership and control of your systems/data and how they are stored and managed. This is something which has become even more critical given the requirements of data protection and client confidentiality, something which ISO27001 is seeking to address.

This means, for instance, that there will be less issues concerning security of your data than if you used an offshore service desk, where the infrastructure upon which your data is stored and processed is owned by another company based in a country thousands of miles away and where there might be different regulations and laws concerning information security. It is also safer than a fully outsourced solution where all operations are run at another site and using another company’s infrastructure.

4) You will not lose your staff
Some companies which have an internal support function are worried about losing their trusted IT people who have been working for them for years to another company, and not being able to get them back if they decided to do a U-turn after a failed outsourcing contract.

Your employees rights are protected under TUPE, the Transfer of Undertakings (Protection of Employment) Regulations, which ensure the terms & conditions at transfer are protected.

This means they are not lost forever – if things don’t turn out well and you want to bring the service back in-house, you can TUPE them back quite easily or onto another supplier.

5) It opens you to new opportunities
The strong benefits to outsourcing are not only the increased levels of Service but the increases in efficiencies and therefore the reduction in cost, something which is clearly a driver for all organisations in the current climate.

With an in-house Service this is often impossible to deliver i.e.

Reduced costs = Reduced Efficiencies = Reduced Service

Outsourcing opens up the possibilities to the adoption of new models which are affordable thanks to the various options available. For instance, a shared out-of-hours service that supports a number of organisations which are similar with regards to type, sector and requirements, with which to share the costs and ability to access high skills; or a dedicated peak-times service in addition to your own in-house desk to help during periods of increased demand, such as a particular event or a busy season.

6) The costs can be shared
If your organisation needs highly efficient support with specific expertise, but does not have the budget for this, a shared service can be an ideal solution. It provides access to the high skills that might be otherwise unaffordable for your organisation but at a much lower price, as the costs are shared between different organisations. Best results are obtained if the participant organisations are of similar type and with similar needs, and if the number of clients sharing is kept to a minimum.

7) It can create a strategic advantage
An efficient, reliable and fast IT Support where all you have to do is set SLAs and expect them to be met can be an asset for certain types of organisations, such as those in the financial sector, especially banks. With so many financial services relying on fast and efficient technology and 24/7/365 uninterrupted accessibility, the less downtime and inefficiencies you have, the more probability you have to gain ground in the market and beat your competitors that have a weaker IT service.

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Pete Canavan, Head of Support Services

This article is on Sourcing focus:

http://www.sourcingfocus.com/site/opinionsitem/5372/

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Are managed IT services set to grow this year?

January 25, 2012

Business of all sizes and sectors across the country are still worried about the poor conditions of the current economic environment, which is not set to improve this year, as analysts and experts have already announced. With no way of avoiding this situation, organisations can only try to make the best of it, and perhaps use it as an occasion to really assess what expenses are essential to their business and how they can take advantage of the weakened financial setting. It is important to try to make the best of what one has and what is available in order for an organisation to survive or even grow during hard times.

Of course when money is tight the Service Desk is one of the departments more likely to suffer, with all the possible consequences on the rest of the business. With most IT projects scrapped from the beginning, it takes a good justification to invest in anything more expensive than a screen wipe. Yet correct management of the Service Desk, including continuous training of IT staff, an inexpensive absence cover system, continuous service improvement ethos, updating service management processes to the latest and most relevant best practices and meeting the appropriate targets can still be possible without incurring in eye-watering bills. This is the principle behind a Managed IT Service – a Service Desk can work to a good standard at all times, because someone else is taking care of it and all variable costs become fixed.

Various types of IT outsourcing have become popular in the last few year – from offshoring to cheaper countries to having only some Support staff managed by a provider. Different options work for different organisations, but generally speaking the popularity of one over another during a recession or uncertain economic environment depends on a series of factors and in particular: low risk; ROI; ease of adoption/set-up; as well as a financial factor.  In times like these, where one doesn’t want to be involved in large projects or revolutionise their whole IT department and have to re-think the way they deliver and use IT Support, a radical option such as offshoring or full outsourcing might not be ideal. With a Managed IT Service Desk, the ‘status quo’ of the IT department should not be affected as the expectation is the supplier will implement a robust framework which ensures that existing Service Levels are at least maintained, whilst transitioning the Service Desk to a ‘future state’ model over an agreed period of time.

This meets the requirements of ease of adoption and risk, as it is easier to set up, reverse, retake charge of or switch provider, when compared with a fully outsourced or offshore solution. This option can also assure a certain level of information security compared to a fully outsourced service, as the Service Desk will be based at close sight within the organisation’s premises (unless otherwise requested) and the system, and therefore the data stored and processed within it, is owned by the company. The minimised risk makes this a good choice when one cannot afford to take risks.

As for the financial factor, most outsourcing models will eliminate the cost of certain projects such as staff training or service management implementations, and make variable costs become fixed: the provider will agree to meet certain SLAs for a set price, and it is up to them to provide the appropriate staff upskilling, best practice processes and so on within their budget, in order to meet targets. But a managed IT service will not require the extra cost of moving the service desk elsewhere, hiring or buying new equipment, sending managers over to another place, city or country to check on how the service desk is doing and, also, the costs involved in switching back to in-house or to another provider if the initial project failed.

Finally, the return on investment is clear and demonstrable. Having an expert provider taking control of your existing IT Service Desk will increase productivity and efficiency, reduce the volume of incidents and Service failures and ensure a significant part of your IT spend is fixed and controlled, giving the company peace of mind (IT becomes someone else’s problem) and allowing business to function at its best.

With these premises, it is likely that managed IT services will be chosen over and over again as an option to meet the demanding IT standards of a modern-day organisation in a time when any investment must be carefully thought and justified, and the return on investment clearly proven. This much needed headache relief can allow companies to carry out their business without having to worry about the quality and sudden expenses related to their IT, and therefore get a better chance to survive or even increase their work in these hard times.

Pete Canavan, Head of Support Services

This article is on Sourcing Focus: http://www.sourcingfocus.com/site/opinionsitem/4807/

Steps to a successful Service Transition – new white paper by Plan-Net

September 27, 2011

Plan-Net has issued a new white paper that guides IT professionals through the essential steps needed to perform a Service Transition with successful results.

Whether the IT Support model is to be transitioned from in-house to Co-Sourced, Co-Sourced to fully Outsourced or in-house to Outsourced, this white paper outlines each important stage of the process, whilst also providing the reader with some tips and further insights into the matter.

This white paper, written by Pete Canavan, Head of Support Services, was conceived to help with the growing need for organisations to change the way they manage their IT department in order to achieve greater cost-efficiency. The IT Service Desk is nowadays the backbone of most organisations; for it to not only support the business, but create value and actually improve the way work is carried out, the service needs to be efficient, well-managed and up-to-date with the latest innovations.

This is why sometimes it may be more convenient for an organisation to seek external help. It is common practice for many organisations to have some Co-Sourced staff to cover for absences or sudden increases in workload. Moreover, an increasing number of companies even decide to leave the Service Desk completely in the hands of the experts and have it managed by a service provider.

The white paper contains details of five key Service Transition phases:

  • Scope definition
  • Future state model identification
  • Roadmap and Service Design
  • Service Transition phase
  • Live service and Continual Service Improvement

It also contains highlights on:

  • Communication
  • Knowledge management
  • Soft skills
  • Dos and Don’ts

“Steps to a successful Service Transition” can be found and downloaded here: http://www.datafilehost.com/download-718177f6.html

Alternatively, it can also be found here: http://www.wiziq.com/tutorial/168103-Steps-to-a-successful-Service-Transition

For more information contact:

Samantha Selvini
Press Officer
Tel: 020 7632 7990
Email: samantha.selvini@plan-net.co.uk

IT Support: grow-your-own or buy organic?

May 12, 2011

IT support staff are for many companies what vegetables are to your body – essential elements for efficient functioning and critical to avoid major failures. Exactly like cultivating your own greens, having an in-house IT team may give you a sense of trust and control unlike other solutions. However, it is also expensive and time-consuming, therefore not always convenient.

A ‘home-grown’ solution may suit larger organisations that either have the need to train analysts to use their self-developed software, have security or strategic reasons to have total control over the IT department or have the resources (financial, human and time-related) to train and manage a large IT personnel base – although this is quickly moving away from the norm for even these sizes of business.

Other organisations, smaller and more prone to seeking cost-efficiencies even outside of the office, might find an outsourcing or managed service solution more suitable. Of course, getting engineers from a service provider is like getting veggies from a market stall or through online shopping – it is generally easier and cheaper, but the risk is that they are not trustworthy. The engineers provided by a third party are completely out of your control: you don’t know where they come from, if they were trained correctly or if they will harm your company by stealing data.

But this might not be a huge problem for small companies for which IT is not strategic. A full outsourcing or offshoring solution could suit organisations which do not need engineers with very specific knowledge or strict SLAs and for which data security is not a major issue. However, companies which do need security and efficiency, but also to cut down cost and access expertise they lack internally, would need a solution that merges control with delegation.

Going back to the vegetables metaphor, to balance the need for quality and reliability with the desire to delegate cultivation and management, you would probably go to a trusted organic greengrocer’s, where products feature quality labels, PDO and organic certificates, and a reliable, experienced source.

It is in fact important to carefully choose a support provider that can meet your specific needs, with certified, trained and up-to-date engineers able to meet targets measured through KPIs. Managed services, moreover, will allow the organisation to keep some kind of control over the IT department while leaving its management to the experts.

All in all, there isn’t one best choice: an organisation might find advantage in keeping the department in-house, having a co-sourced solution or outsourcing management or the whole department to a third party. The important decision is to choose carefully based on the organisation’s features, needs and goals so that IT can be used as part of their overall strategy for business success.

Pete Canavan, Head of Support Services

This article has appeared on Computing magazine and Computing.co.uk: http://www.computing.co.uk/ctg/opinion/2069345/support-grow-organic


IT workforce continuity

December 17, 2010

Do you have a people continuity plan for your IT Support?

Business resilience and continuity planning is becoming more and more important as organisations increasingly understand its value and the position IT has in achieving it. However, in Business Continuity Management not all elements are given the same significance. Many organisations focus on securing their data with constant back-ups, others are more concerned with minimising email or server downtime – but the measures taken might not be so effective if there is insufficient support staff to deal with them. How many organisations have a BCM strategy that addresses IT workforce continuity?

Data recently disclosed by The Chartered Management Institute (CMI) revealed that 71 per cent of senior managers recognise Business Continuity Management as ‘important’ or ‘very important’. At the top of the list of perceived threats that can cause disruptions which may potentially have a significant impact on costs and revenues there is the loss of IT. Over half of participants in ‘The 2010 Business Continuity Management survey’ also recognise skills and people loss as being a possible threat. However, their BCM plan does not always cover these. Only a quarter of organisations have a plan that includes remediation towards a potential loss of people and 40 per cent have a plan for loss of IT. There are no statistics concerning a continuity plan for IT Support people specifically, but as more and more businesses become reliant on IT this is an issue that should not be ignored.

Natural disasters, bad weather and flu epidemics, which are among the threats which cause the most workforce loss, may result in a number of IT engineers being unable to carry out their job. A reduced number of technicians who can’t deal with the amount of incidents can leave users unable to work as a consequence. Even simple everyday absences due to holidays or sick leave can cause disruptions to the normal IT Support service that may affect the business.

There are two main issues that need to be addressed in planning for workforce continuity – distance and presence. To overcome the distance problem, organisations should take measures that can allow staff to access the system remotely, choosing the appropriate virtualisation tools. This can benefit both employees who can then work from home, trains or abroad and Support staff, who can access servers and desktops remotely and resolve incidents from a distance.

In some cases, however, physical presence is required or preferred. Not only in the event of a disaster but also in the more ordinary case of personnel on leave or being ill, it may be necessary to provide appropriate substitution with the same level of knowledge and skills. Immediate availability might also be required to avoid disruptions which would cause the service to lose on quality and efficiency, or costs to the business including financial loss, low client satisfaction and loss of reputation.

Some organisations might be able to get by without the full team on board, for instance those where IT efficiency and continuous availability are not a priority. Others, perhaps large corporations with a preference for keeping staff internal, might be able to afford a team of ‘floating’ engineers that are paid to remain available in case of need, or to employ contractors every time they require a substitution. But for most organisations the need to have ongoing high-quality support is strong and having a floating team or individual contractors is not financially or logistically convenient. For them, it might not be possible to obtain this sort of workforce continuity without resorting to external help.

Let’s take financial firms for instance, where business is heavily reliant on IT and time is literally money. For them, disruptions and downtime can have a very high cost and even determine their success or failure. Cost-efficient and reliable IT Support is vital, and so is immediate cover. For them, external support might be a solution – flexible and scalable co-sourcing can offer skilled technicians for emergency and long-term cover.

Some providers offer standardised services that can cover all the basic needs, ideal for organisations with little need for bespoke solutions. Others are able to offer more flexible and tailored solutions, for instance providing staff with characteristics which meet certain requirements within a short time space. Personnel is employed full-time by the provider as multi-site engineers, ready to work wherever the need arises and for any period of time, and trained to a wide range of skills and knowledge which they can apply to different environments. The difference with individual contractors is possibly in the quality a provider can offer thanks to SLAs that guarantee a high level of service.

There may be different strategies to suit different organisations, but it is true for all that efficient IT cannot be possible without efficient management of the IT Support team, which include a workforce continuity strategy specifically addressed to them. Planning in advance is vital to keep the IT system running during disruptions that affect the organisation. It is through a comprehensive Business Continuity strategy which covers Support that an organisation is able to prevent or minimise disruptions that may otherwise have an effect on costs, revenue and, ultimately, reputation.

Pete Canavan, Head of Support Services

This article appears in this month’s BCS Service Management newsletter and online on the BCS website: http://www.bcs.org/server.php?show=conWebDoc.38344

Are you Off-Sure about your IT Service Desk?

July 15, 2010

No matter the economic climate, or indeed within which industry they operate, organisations are constantly seeking to lower the cost of IT while also trying to improve performance. The problem is it can often seem impossible to achieve one without compromising on the other and in most cases, cost cutting will take prevalence, leading to a dip in service levels.

When things get tough the popularity of off-shoring inevitably increases, leading many decision-makers to consider sending the IT Service Desk off to India, China or Chile as a convenient solution financially – low-cost labour for high-level skills is how offshore service providers are advertising the service.

In reality things are not so straightforward. The primary reason for off-shoring is to reduce costs, but according to experts average cost savings only tend to lie between 10-15%, and what is more, additional costs can be created – research shows, in fact, that they can in some cases increase by 25%.

Hidden costs, cultural differences and low customer and user satisfaction are reasons which have made nearly 40% of UK companies surveyed by the NCC Evaluation Centre change their mind and either reverse the move – a phenomenon known as ‘back-shoring’ or ‘reverse off-shoring’ – or think about doing so in the near future. Once an organisation decides to reverse the decision, however, the process is not trouble-free. Of those who have taken services back in-house, 30% say they have found it ‘difficult’ and nearly half, 49%, ‘moderately difficult’. Disruptions and inefficiencies often lead to business loss, loss of client base and, more importantly, a loss of reputation – it is in fact always the client and not the provider which suffers the most damage in this sense.

Data security is another great concern in off-shoring. An ITV news programme recently uncovered a market for data stolen at offshore service providers: bank details and medical information could be easily bought for only a few pounds, often just from call centre workers. Of course information security breaches can happen even in-house, caused by internal staff; however, in off-shoring the risk is increased by the distance and the different culture and law which exist abroad.

Not a decision to be taken lightly, then. Organisations should realise that the IT Service Desk is a vital business tool and while outsourcing has its advantages, if they do it by off-shoring they are placing the face of their IT system on the other side of the planet, and in the hands of a provider that might not have the same business culture, ethics and regulations as they do.

So before thinking about off-shoring part or the whole IT department, organisations would be wise to take the time to think about why their IT is so expensive and what they could do to improve it, cutting down on costs without affecting quality, efficiency and security and moreover, not even having to move it from its existing location.

Here are some measures organisations could take in order to improve efficiency in the IT Service Desk while at the same time reducing costs:

Best practice implementation

Adoption of Best Practice is designed to make operations faster and more efficient, reducing downtime and preserving business continuity. The most common Best Practice in the UK is ITIL (Information Technology Infrastructure Library) which is divided into different disciplines – Change Management, Risk Management, Incident Management to name but a few.

ITIL processes can be seen as a guide to help organisations plan the most efficient routes when dealing with different types of issues, from everyday standard operations and common incidents up to rarer events and even emergencies.

Whilst incident management seems to be easily recognised as a useful tool, other applications of ITIL are unfairly seen by many as a nice to have. But implementing best practice processes to deal with change management, for example, is particularly important: if changes are carried out in a random way they can cause disruptions and inefficiencies, and when a user cannot access resources or has limited use of important tools to carry out their work, business loss can occur – and not without cost.

Every minute of downtime is a minute of unpaid work, but costs can also extend to customer relationship and perhaps loss of client base if the inefficiencies are frequent or very severe.

Realignment of roles within the Service Desk

With Best Practice in place, attention turns to the set-up of resources on the Service Desk. A survey conducted by Plan-Net showed that the average IT Service Desk is composed of 35% first-line analysts, 48% second line and 17% third line. According to Gartner statistics, the average first-line fix costs between £7 and £25 whereas second line fixes normally vary from £24 to £170. Second and third line technicians have more specific skills, therefore their salaries are much higher than the ones of first line engineers; however, most incidents do not require such specific skills or even physical presence.

An efficient Service Desk will be able to resolve 70% of their calls remotely at first line level, reducing the need for face-to-face interventions by second line engineers. The perception of many within IT is that users prefer a face-to-face approach to a phone call or interaction with a machine, but in reality the culture is starting to change thanks to efficiency acquiring more importance within the business. With second-line fix costing up to 600% more, it is better to invest in a Service Desk that hits a 70% rate of first-time fix, users for the most part will be satisfied that their issues are fixed promptly and the business will go along way to seeing the holy grail of reduced costs and improved performance simultaneously.

From a recent survey carried out by Forrester for TeamQuest Corporation, it appears that 50% of organisations normally use two to five people to resolve a performance issue, and 35% of the participants are not able to resolve up to 75% of their application performance issues within 24 hours. Once you calculate the cost of number of staff involved multiplied by number of hours to fix the incident, it is not difficult to see where the costly problem lies. An efficient solution will allow IT to do more with less people, and faster.

Upskilling and Service Management toolset selection

Statistics show that the wider adoption of Best Practice processes and the arrival of new technologies are causing realignments of roles within the Service Desk. In many cases this also involves changes to the roles themselves, as the increased use of automated tools and virtualised solutions mean more complex fixes can be conducted remotely and at the first line. As this happens first line engineers will be required to have a broader knowledgebase and be able to deal with more issues without passing them on.

With all these advancements leading to a Service Desk that requires less resource (and therefore commands less cost) while driving up fix rates and therefore reducing downtime it seems less and less sensible for organisations to accept off-shore outsourcing contracts with Service Level Agreements (SLA’s) that guarantee a first-time fix rate of as little as 20% or 30% for a diminished price. It seems the popularity of such models lies only in organisations not being aware that quality and efficiency are something they can indeed afford – without the risk of off-shoring.

The adoption of a better toolset and the upskilling of first-line analysts, especially through ITIL-related training, will help cut down on costs and undoubtedly improve service levels. However while it will also remove the necessity to have a large amount of personnel, especially at higher level, the issues with finding, recruiting and training resource will still involve all the traditional headaches IT Managers have always faced. With this in mind it can often be prudent to engage with a service provider and have a co-sourced or managed desk that remains in-house and under internal management control. Personnel selected by an expert provider will have all the up-to-date skills necessary for the roles required, and only the exact number needed will be provided, while none of the risks associated with wholesale outsourcing, or worse, off-shoring, are taken.

Improving IT infrastructure and enhancing security

Improving efficiencies in IT does not begin and end with the Service Desk of course. The platform on which your organisation sits, the IT infrastructure itself, is of equal importance in terms of both cost and performance – and crucially, is something that cannot be influenced by off-shoring. For example, investing in server virtualisation can make substantial cost savings in the medium to long term. Primarily this arises from energy saving but costs can also be cut in relation to space and building and maintenance of physical servers, not to mention the added green credentials. Increased business continuity is another advantage: virtualisation can minimise disruptions and inefficiencies, therefore reducing downtime – probably the quickest way to make this aspect of IT more efficient in the short, medium and long term.

Alongside the myriad of new technologies aimed squarely at improving efficiency and performance sits the issue of Information Security. With Data Protection laws getting tougher due to the new 2010 regulations, forcing private companies to declare any breaches to the Information Commissioner who has the right to make them public, and facing them with fines up to £500,000, security is becoming even more of an unavoidable cost than ever. Increased awareness is needed across the entire organisation as data security is not only the concern of the IT department, but applicable to all personnel at all levels. The first step in the right direction is having a thorough security review and gap analysis in order to assess compliance with ISO 27001 standards and study any weak points where a breach can occur. Then workshops are needed to train non-IT staff on how to deal with data protection. Management participation is particularly important in order to get the message across that data safety is vital to an organisation.

Taking a holistic view of IT

Whatever the area of IT under scrutiny, the use of external consultancies and service providers to provide assistance is often essential. That said, it is rare to find an occasion where moving IT away from the heart of the business results in improvements. The crucial element to consider then is balance. Many organisations, as predicted by Gartner at the beginning of this year, are investing in operational rather than capital expenditure as they begin to understand that adoption of the latest tools and assets is useless without a holistic view of IT. When taking this methodology and applying it to the Service Desk it soon becomes apparent that simply by applying a Best Practice approach to an internal desk and utilising the new technologies at your disposal, the quick-fix cost benefits of off-shoring soon become untenable.

Pete Canavan, Head of Support Services

This article is featured in the current issue of ServiceTalk

Is your IT Service Desk future proof?

June 23, 2010

Organisations across all sectors have more than realised that the unstable economic climate has brought along an increased need for flexible solutions, not only in the case of downsizing but in upsizing the business as well. While some companies are still struggling with budget cuts, others are looking at growth or re-expansion in the near future; regardless, both have reason to consider an improvement of their IT Service Desk with the help of the right service management solutions, in order to obtain a number of efficiencies. An efficient service desk can reduce IT-related costs, improve customer satisfaction and make business operations smooth and responsive – however, these outcomes cannot be reached by using an off-the-shelf solution which is only fit for present conditions. Organisations should adopt a solution that can remain solid and efficient both in the case of downsizing and cutbacks due to a recession, and as it replicates and extends to a new business dimension in the medium term as the company grows, something everyone is wishing for now that the economy seems to be slowly recovering.

As Best Practice identifies, people, processes and technology are all factors that need to be looked at and adjusted in order to obtain an IT Service Desk which is both flexible and scalable, and if the desk is or is to be managed by a third party contracts with service providers need to be seriously scrutinised to ensure they provide the organisation with a solution which is scalable regardless of the economic climate.

With regard to toolsets, although it might be cheaper to purchase a standard, fixed, one-size-fits-all solution, this might bring along extra costs in the long run if it does not allow easy amendments or any at all. You may be surviving with a tool which currently has limited functionality; however, what happens when the user base grows or the Services offered expand and the system has no ability to be adapted or requires extensive and costly professional services to deliver changes? These software solutions should be chosen and implemented keeping scalability in mind – they should not only be fit-for-business and ITIL-aligned, but fit-for-growth as well. It is important to immediately assess if a tool allows that sort of flexibility and, moreover, if there are the appropriate skills within the organisation to carry out any adaptation. All service management tools within the market place are aligned to Best Practice – they have to be, otherwise they cannot compete. However, some are more aligned than others. Any organisation considering selection should be clear about their specific requirements and their internal capabilities for development of the toolset moving forward and thus provide agility and alignment to the specific needs of that organisation, both today and in the future.

As for the process side of things, Best Practice in itself does not represent a barrier to flexibility; on the contrary, when correctly applied, it offers the means to carry out all operations smoothly and allow the business to up and downsize in the most efficient way. With a mature level of Change Management in place, as well as a good understanding of availability and capacity management, any alteration to business and IT dimension will be accomplished without causing significant disruptions and inefficiencies, which can cause problems such as data and financial loss, low customer satisfaction and poor credibility in the market. The trick is treating the Service Desk exactly as you would treat infrastructure, adapting processes that you could apply for instance to a server that needs to undergo some changes to the whole Service Desk.

For what concerns staffing, in-house or outsourced, if downsizing can present contractual issues that can slow down the process or make it more difficult and not really cost-efficient (from redundancy processes to TUPE or any financial binds resulting from contracts with providers), upsizing might present challenges as well. For a company with an internally managed Service Desk, defining contracts, finding the right skills and training personnel results in a significant investment of time and money. If the organisation is growing quickly, might be a lag regardless of personnel being in-house or outsourced: it might take some time to find the right candidates who are appropriately skilled, especially if they are required to hold a specific qualification such as the MCSE (Microsoft Certified Systems Engineer); if the organisation chooses to employ staff with lower skills, it might take some time to train them and get them to the desired level, not to mention it might cost as much as hiring staff with higher skills. It is becoming more prevalent to utilise a specialist third party and therefore delegate the responsibility and hassle, as they often have access to a wider pool of competent workers or have ‘floating’ staff readily available for the purpose, but it is important to stipulate a contract beforehand that makes it clear if immediate availability is a priority over skills, whether the client is required to pay for training when it is necessary, and how flexible the supplier is in regards to number of personnel – is it possible to lose ten analysts or acquire another ten without fines or surcharge and within a reasonable time frame? One challenge facing a lot of organisations as we climb out of the recession is the extension of Service hours at no or minimal extra cost as the business strive to deliver increased flexibility to their customers and distinguish themselves from their competitors.

On top of all this, to obtain successful resizing of the IT Service Desk it is essential that there is a good communication flow between the business and IT. It is in fact only through working together and with a holistic mind-frame that the IT Service Desk is able to move from being just a tactical tool to acquiring a strategic function that can create business value, and be active part in an organisation’s ride to success.

 

 

Pete Canavan, Head of Support Services

Find this article on Fresh Business Thinking: http://www.freshbusinessthinking.com/business_advice.php?CID=3&AID=6064&PGID=1

Best Practice and Virtualisation: essential tools in Business Resilience and Continuity planning

March 25, 2010

Life in Venice doesn’t stop every time it floods. People roll up their trousers, pull on their wellies and still walk to the grocer’s, go to work, grab a vino with friends. And when it’s all over they mop the floor, dry the furniture, and go back to their pre-flood life. How do they do it? They choose not to have carpet or wooden flooring, keep updated on water level and have a spare pair of boots right next to the door. This is called prevention.

When it comes to faults in IT systems, both common and rare just like flooding can be, prevention is not better than cure – it is the cure, the only one to allow business continuity and resilience.

Complicated machinery and analysis are a thing of the past: nowadays planning is extraordinarily easy thanks to the expertise given by Best Practice processes, and new technologies such as virtualisation that can bring user downtime close to zero.

First of all, it must be noted that virtualising servers, desktop, data centre is not something that can be done overnight. Planning is needed to avoid choosing the wrong solution, perhaps based on what the latest product on the market is and on media talk rather than what works best for the specific needs of one’s business, and to shun possible inefficiencies, interruption of business services, or even data loss during the process. Best Practice, then, comes across as the essential framework in which all operations should be carried out in order for them to be successful.

Any change made to the system, in fact, needs a mature level of Best Practice processes such as world-renowned ITIL (Information Technology Infrastructure Library) in place, to guide organisations in planning the best route in dealing with all operations and incidents, and are a key tool for avoiding inefficiencies in money and time, and improving the performance of the IT department and of the business as a whole.

Once this is sorted, you can think about going virtual. From a technical point of view, virtualisation is gaining importance in business resilience and continuity planning thanks to the progress made by new technologies. Products such as VMware’s Vsphere, for example, allow what is called “live migration”: capacity and speed of the virtual machines are seen as an aggregate rather than individually, and as a consequence not only the load is more evenly distributed, for faster, smoother operations, but whenever a machine crashes resources are immediately accessible from another connected device, without the user even noticing and without interrupting the procedure.

Moreover, data is stored on a virtual central storage so that it is accessible from different source and does not get lost during system malfunctions, making business resilience faster and easier.

Guided by the expertise of Best Practice and with the help of virtualisation products that suit individual needs and goals, business resilience and continuity planning will not only come easier, but also make results more effective, allowing organisations to deliver their services and carry out their operations without fear of interruptions, inefficiencies or data loss.

 

Pete Canavan, Head of Service Transition

 

This article is in April’s issue of Contingency Today, and is also online at: http://www.contingencytoday.com/online_article/Best-Practice-and-Virtualisation/2242