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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

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Mind the skill gap

July 12, 2010

Service Desk efficiency starts from support staff

IT Service Desk efficiency is vital for any organisation to conduct successful business operations, regardless of the sector they operate in.

However, many IT Service Desks are far from cost-efficient and still have much work to do in order to reach their full potential. Inefficiencies and excessive costs might be the consequence of one or many factors, for instance the various Service Desk software applications do not fully integrate with one another or there are a lack of clear procedures for change management. But purchasing the latest tools and technologies might not be enough to overcome issues as a significant part of the problem is often the distribution and skill levels of support staff. The Service Desk consists principally of people – are they efficient enough?

A recent Plan-Net survey found that the average Service Desk is composed of 34 per cent 1st line analysts and 66 per cent 2nd and 3rd line technicians. In many cases, an efficient organisation of resource would have the weighting of resources change more towards 1st line. The demand for desk-side support can often be due to the inability of 1st liners to deal with a large number of incidents, be it because of a lack of appropriate skills, insufficient training or not having the right software to deal with most calls remotely.

Whatever the cause, there are two main problems in this allocation of resource. First of all, 2nd liners have more specific skills and demand higher salaries, so it can become increasingly expensive to employ such a large number of them – according to Gartner statistics, a 1st line fix costs on average between £7 and £25 whereas a 2nd line fix usually costs between £24 and £170.  However, a high number of incidents may not require the specific skills of 2nd line technicians or even desk side visits to be resolved. In fact, some simple and repetitive incidents such as password resets do not need support staff at all to be resolved: this task can be automated by software packages. It must be noted, though, that these still need some improvement in order to become more credible and secure, and ultimately gain more trust among organisations and consultants.

Secondly, this allocation of resource can prolong downtime and create disruptions. Desk-side staff take longer to fix incidents as they have to physically go to the end user’s desk instead of making a quick fix remotely over the phone. It could take a few minutes if they just have to go up four floors or much longer if they come from another building or city – in same cases getting to the user’s desk can take a two-hour drive. This all adds up to the time users cannot use their computer, access their database or use an important application, and to the time the analyst is not available to take other calls. Sometimes the issue is not only the time it takes to resolve an incident, but also the number of people involved, which can slow down the Service Desk massively. A recent survey carried out by Forrester for TeamQuest Corporation found that on average, resolution of an incident affecting service may require between two to five support staff. The Forrester data also shows that resolution can be a lengthy process. 35 per cent of organisations taking part in the research are in fact not able to resolve up to 75 per cent of their application performance incidents within 24 hours. It is easy to see how the cost of resolution mounts up. If there are numerous members of staff involved and their hourly salary is high due to their expertise it can be very expensive, especially when resolving a longstanding Major Incident.

The average industry figure indicates that an efficient Service Desk will be able to resolve 70 per cent of calls remotely at 1st line level, reducing the need for desk-side visits by 2nd line engineers and making resolutions faster. With 2nd line fixes costing up to 6 times more than 1st line fixes, it might seem sensible to find ways of reducing the need for them by investing in training and better management at 1st line level. This can be obtained with a few moves.

A first important step is to have staff adopt and adapt best practice processes, such as those described in the globally recognised Information Technology Infrastructure Library (ITIL) framework. This should be accompanied by the adoption of an appropriate integrated Service Management Toolset. With these in place, anything from incidents to changes will be taken care of in the most efficient way possible. It is important, though, that personnel receive extensive training to cover operational understanding of best practice and effective use of the technology at their disposal.

Another crucial up-skilling concerns soft skills. If a call centre engineer is able to communicate effectively and apply the appropriate questioning techniques to gather information, it will allow them to better understand what sort of incident they are dealing with, and this might reduce the number of calls passed onto 2nd line. Furthermore, 1st liners who can empathise with users, build a rapport and generally deliver good customer service play an important part in improving efficiency of the Service Desk and help keep user trust and satisfaction high.

Staff also need to be up-skilled to align with the new requirements brought upon by new technologies. For instance, with virtualisation and cloud computing services, server maintenance and email management are to be dealt with by the service provider, often eliminating the need for third-line analysts. Simple and repetitive incidents such as password resets, instead, can be resolved automatically with the implementation of purposely designed software. With the simplest and the most complex incidents being taken care of, the Service Desk is left with anything in between. This means that to achieve efficiency 1st line analysts will need to have a wide ranging knowledge that will allow them to deal with the large majority of calls, reducing the need for 2nd line personnel and therefore reducing staffing costs, but also overall IT expenses in the long run.

In fact, organisations in need of some cost-cutting and worried about the cost of transforming their Service Desk should look at the outcome of this investment: through the efficient management of IT support staff, there will be less financial and business loss connected to downtime, degraded service, data loss and even increased user satisfaction.  Moreover, if IT is made to work with the business and not for it, it is possible to form a strategic partnership that can not only minimise losses, but create new opportunities. There can definitely be a lot to gain from more appropriate resourcing of the Service Desk, as it will further support the strategic partnership between the business and IT.

Steve Connelly, Head of Service Management

This article has been published on the BCS website:  http://www.bcs.org/server.php?show=conWebDoc.36283

Getting back to work – but with a service provider

June 16, 2010

IT professionals can learn from the tough times.

As the UK officially leaves the recession, although, it must be said, staggering instead of marching triumphantly, the IT job market seems to be coming back to life, but with a substantially changed face. IT professionals looking to get back to work after they were made redundant or to make that career move they postponed while things were tough, should take this opportunity to learn from the past twelve months and make a more informed choice when choosing their new employer.

As IT Support and Managed Services acquire larger space in the UK business services market, the timing is right to take IT professionals through the characteristics, as well as the advantages, of working for an IT services provider. It is also important to raise awareness of the skills and role shift that is occurring, which can have a strong influence on one’s decision.

Working for an IT Services company

When working for a service provider you are able to acquire experience in different sectors, depending on the spread of clients, of course. Working on different client sites means gaining the sort of experience normally associated with a number of jobs while keeping the security of continuous unbroken employment. For those IT professionals looking to specialise in a certain sector, there are service providers with extremely niche specialisms that are able to cater for this. Thanks to this, technicians get to practise and develop a great variety of skills, keeping up-to-date with the latest technologies and practices as the provider will want to keep them appropriately skilled.

When Service Level Agreements are involved, the performance of each individual is monitored and assessed. Thanks to this, engineers learn to keep their standards high and therefore become acquainted to being at their most efficient.

Most of the professional advantages can also be seen on a more ‘personal’ level. Being in a variety of environments can help keep one’s enthusiasm fresh, and staff can get to experience different organisations, verticals, technologies and ways of working. This is crucial to deciding which best fit their personality and ambitions. Unlike what happens in non-IT organisations, where it is not unlikely that CIOs, IT Directors and managers do not come from an IT background, engineers find themselves dealing with IT professionals who fully understand their personal and professional skills, which are appropriately valued. Finally, there is also a personal investment in the company which is sustained through a continuous employment.

The changing IT job market

Many analysts have announced a growth in demand of permanent IT staff, in fact research conducted by e-Skills UK shows that the IT industry will continue to grow at a rate of 1.3% per annum, more than four times the average growth rate for all sectors (0.3%). However, the IT workforce is experiencing a restructuring and skills shift, partly because some work is being outsourced, partly due to a standardisation of IT assets and procedures, and also because of the IT environment switching to a software-intensive platform. Jobs related to management, strategy, planning and software development are on the increase, whereas there is less need for more hardware-related or admin jobs such as line repairer and database assistant. According to the survey ‘Technology Counts: IT & Telecoms Insights 2010’, by 2018, the number of IT managers is expected to represent 27% of the IT workforce, strategy and planning professionals 13%, and software professionals will cover 32%. Computer engineers, on the contrary, have an average growth of -0.2% per annum, meaning that in 2018 they are expected to represent only a 3% of IT professionals.

Agile skills

New technologies and job roles bring along a shift in skills. Organisations are now looking for agile skills in their Service Desk engineers: support personnel have to be able to successfully implement new processes based on standard Best Practice, and be familiar with the latest tools that can speed up operations. Adoption of ITIL (Information Technology Infrastructure Library) practices is becoming essential, as is a knowledge of virtualisation. Thanks to an accurate selection of software to help with first-line resolution, and the use of outsourced devices such as servers and data centres whose management is the provider’s responsibility, basic and complex incidents are being taken care of, and on-site engineers are left with anything in the middle. The role of first-line engineers is then extended to some of the tasks originally belonging to second-line technicians, and because of these changes first-line engineers will need to have a broader technological knowledge.

As for higher-level IT professionals, the current upskilling requirements identified by eSkills UK concern the management of business process change, data management and security, leadership and business. The increased need for business skills is due to the fact that the IT department is acquiring a more strategic position within an organisation. Now that the more technical part of IT is moving towards a commoditisation and starting to be easier to deal with, managers and directors need to be able to focus on ROI and cost-effectiveness, and to have the ability to handle increasingly global supplier relationships. As organisations adopt a holistic view, IT is seen as part of the business and not as a service, and IT and business people work together for business transformation – the latter gaining awareness of the power of technology, and the former acquiring broader and deeper business skills, in order to create business value.

The right place to be

Working for a service provider, then, has never been so attractive. A more strategic use of IT means many organisations will search for appropriately-skilled staff externally, leaving selection and management to an expert service provider in order to focus on more strategic parts of the business, and surely IT professionals will want to be in the right place when this happens.

Adrian Polley, CEO

This article appeared in the May/June edition of ITNOW

Doing more with less: an opportunity to learn

May 7, 2010

Budget reduction teaches organisations to prioritise – a lesson to be learnt not only by the public sector.

The recently announced budget has not been kind to public sector IT, just as expected. Large cuts mean that most technology projects will have to be shelved, but this does not make the level of performance the sector is craving for impossible to be reached – on the contrary, budget reduction is the kind of incentive that drives organisations to prioritise and to seek efficiencies, focusing more on operational, rather than capital expenditure. This does not apply exclusively to the public sector, of course: many private companies are struggling with similarly tight purse strings, so there is a lesson to be learnt for them as well from such challenging circumstances. 

Quick-fix plans which consist of simply reducing the number of personnel and only purchasing tools to replace the most obsolete assets are unlikely to represent the best way to preserve, let alone increase efficiency. With most operations nowadays recognising that IT forms the backbone of the organisation, it is clear that a wiser roadmap must be designed. Clear-sighted organisations, then, will have a strategy which sees them realigning roles and improving skills within their IT department, implementing relevant Best Practice processes and adopting tools and technologies that can help towards reducing overall operating costs while improving efficiency, such as virtualised servers and automated service desk management software. Scoping and planning is vital in order to design a strategic solution that is bespoke, fit-for-purpose and scalable, hence fit not only for present conditions but the medium term as well, and to demonstrate clearly what cost efficiencies a well-balanced mix of people, process and technology can achieve. 

In terms of staffing, it seems that many IT Service Desks lack the skills and tools to deal with most of the calls at first-line level, and therefore become overburdened with an unnecessary (not to mention costly) number of second-line engineers, which are also, because of their more ‘flexible’ nature, often slower in dealing with incidents. An up-skilling of first line support in conjunction with Best Practice procedures and the adoption of automated software which can deal with simple and repetitive incidents such as password resets may take the level of first-time fix from as little as 20-30 per cent to 60-70 per cent. This means that a smaller total number of support personnel are needed, especially at second line, and that the business will be remarkably improved, with incidents taking less time to be resolved, resulting in a more efficient service for users.

Best Practice implementation is a key component in this cost-effective innovation project. The adoption of procedures based on a discipline such as ITIL (Information Technology Infrastructure Library) will help any organisation function in the best possible way. The processes described by ITIL deal, among others, with the management of incidents, risks and change. The latter is of particular relevance: to deal with any alteration to the system, be it small or large, without causing inefficiencies, disruptions and consequently business or client loss it is important to have a mature level of Change Management already in place.

Because of the difficulty of accepting change and truly understanding this new way of working, ITIL-based experiential learning sessions are an important aid in delivering the discipline so that change can effectively happen, and to guarantee active participation of all staff taking part in the training. This should not only be limited to people that are directly affected, but extend to management who equally need to embrace the importance of best practice.

Another smart innovation that takes the idea of ‘doing more with less’ in its most literal form is that of virtualisation. Through virtualising both the desktop and server environment cost savings from a reduction in user downtime and further improvements in levels of remote (and therefore first line) fixing can be substantial, not to mention further benefits seen in terms of reduced server maintenance costs (from personnel to energy consumption).

The steps to take may appear quite clear and straightforward, but current in-house skills, resources and experience might not be enough to deal with such innovation and, as a result, many organisations will need the expertise of a service provider. With regards to the public sector, the cheapest outsourcing option, commonly seen as offshoring, may be automatically ruled out due to information security issues. However, security concerns private organisations as well, especially ones which withhold information that is extremely sensitive, such as law firms and banks. These particular companies cannot risk the loss of reputation, not to mention a hefty fine that can follow a breach of the Data Protection Act by a non properly-trained employee or a non-secure service provider.

There is a solution, though, where cost-efficiency can be achieved at the same, or a lower price than an in-house solution. As predicted by analysts in the sector, it is probable that many organisations will be more and more driven towards adopting a managed service solution in the next couple of years. With Managed Services, Service Desk management is taken care of by a third party, often in the office premises, and while personnel and procedures are left in the hands of the provider the organisation still retains ownership of assets and power over data, particularly important when information withheld within the system is sensitive and cannot risk leakage or loss.

It is not uncommon to achieve cost savings of 15 per cent or more when compared to a similar, in-house option, saving organisations money and improving the overall functioning of operations, in turn creating more business opportunities and enhancing the users’ ability to maximise productivity.

When it comes to innovation and change, and especially when that may involve reductions of any kind, it might be true that a view from the inside is not likely to be the most objective. With that in mind, working with a specialist partner would seem to be the most logical conclusion; however, doing more with less is far more likely to be attainable in the long term if management visibility and control is retained internally to ensure IT is kept close to the heart of the organisation at all times. Balance, it seems, is key to success.

 

Jerry Cave, Director

This article features on the BCS website and in the BCS Service Management e-newsletter: http://www.bcs.org/server.php?show=conWebDoc.35420

Personal touch or fast resolution – what do end users really want from their IT Support?

April 19, 2010

With regards to IT support, do end users really prefer face-to-face contact with an analyst, or would their rather have the problem fixed remotely in the shortest time possible? Does it make any difference to them, and what is their priority?

Many IT directors seem to invest a great part of their IT budget in an unnecessary number of desk side support analysts, rather than in new technology to speed up operations through remote intervention. Their justification is something along these lines: “Users like that personal touch. They feel awkward when they have to interact with a voice over the phone or deal with automated tools. They like to have a friendly face at their desk.”

Is this the truth or an assumption by IT? Do users just want their problem fixed which ever way is quickest, be that desk side or over the phone?

These are the results of our poll :

Answer Votes
I don’t mind if my problem is solved remotely, I just want to get it fixed as quick as possible.    80%
 I feel awkward when I have to interact with a voice over the phone or automated software. I like to have a friendly face at my desk.    10%
I have no preference. Either way is fine with me.    10%

5 thoughts on the IT Service Desk that need re-thinking

March 10, 2010

Slowly recovering from the crisis and with a more careful eye to the unsteadiness of the market, many organisations across all sectors are considering ways to make their IT Service Desk more cost-efficient, but some ideas decision-makers might have could be partially or totally wrong.
So if you are thinking any of the following, you might want to think again:

“Our Service Desk is costing us too much. Outsourcing it to [insert favourite low-cost country abroad] can solve the problem.”

Although outsourcing has it advantages, doing it off-shore is a huge investment and has a lot of hidden costs, including losses due to inefficiencies and disruptions during the transition or caused by bad performance – bad service can damage the business. Moreover, reversing the move can be a costly, lengthy and treacherous procedure. Before they consider drastic moves, organisations should try to identify the reasons their IT expenditure is so high. Likely causes could be inefficient management, poor skills or obsolete tools and processes. Best practice implementation, using automated ITIL-compliant software and updating IT skills are a first step towards efficiency; however, a more cost-effective outsourcing solution could be handing management of the Service Desk to a service provider that can take care of service improvement on site.

“If leading companies around the world are off-shoring, it must be convenient.”

Only Global organisations seem to gain great benefits from off-shoring their IT department, often being the sole solution to reduce their otherwise enormous spending. Just because many important organisations are doing it, it doesn’t mean it is suitable for all. For example, there are important cultural differences which may not be an issue for those organisations with offices and clients spread worldwide that are already dealing with a mixture of cultures, but can definitely cause problems for a relatively European company with a certain type of business mind. Another issue is costs: many organisations find that after the conspicuous initial investment, cost saving might not exceed 10% and what is more, the new facility sometimes creates extra costs that were unforeseen, actually increasing expenditure.

“Our system has always worked; I don’t see why we should change it.”

Technology is changing regardless of one’s eagerness, and it is important to keep up with the changing demands of the market in order to remain competitive. A certain system might have worked five years ago, but new technologies and procedures can make older ones obsolete and comparatively inefficient. Take server virtualisation for example: business continuity can reach astonishing levels thanks to live migration, guaranteeing a better service with the extra benefit of energy saving through consolidation. Adoption of ITIL Best Practice processes also helps increase efficiency not only in the Service Desk, but in the business as a whole. Thanks to its implementation, organisations can save time and money and enhance the smoothness and quality of all IT-reliant operations, which helps the entire business.

“We need more 2nd and 3rd line engineers.”

When problems need more second and third-line resolution, it probably means first line is not efficient enough. Thanks to specific automated software to help with simple incidents and to the adoption of software as a service managed by an external provider, the simplest and most complex issues are being taken care of, meaning some of the work of a first-line engineer and the whole work of third-line engineers are no longer an issue for the organisation’s IT staff. However, the remaining incidents still need a more efficient resolution at first-line level: the more incidents are resolved here, the less need there is to increase the number of more expensive second-line staff. To improve first-line fix, engineers need to be trained to follow Best Practice processes that can make incident resolution fast and effective, as well as help the organisation deal with change and prevent risks connected to data security.

“I’d rather we managed our IT ourselves – control is key.”

An organisation might be proficient in its field, but may find it difficult to manage its IT Service Desk as effectively. When cost-efficiency is important, it is best to leave one’s ego at the door and have experts do the job. The IT arena is constantly changing and continuous training and updating is necessary in order to keep up with the market standards, and an organisation often cannot afford to invest in constant innovation of their IT. If outsourcing, on and off-shore, gives organisations the impression of losing control, then managed services is a better solution: the existing team and tools, or new and improved ones, can be managed by a service provider directly on the office premises, if needed. Thanks to this, organisations can focus on the more important parts of their business, leaving IT to the techies while still keeping an eye on it.

 

Adrian Polley, CEO

Find this article online at Fresh Business Thinking: http://www.freshbusinessthinking.com/business_advice.php?CID=&AID=5004&Title=5+Thoughts+On+The+IT+Service+Desk+That+Need+Re-Thinking