Posts Tagged ‘service management toolset’

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

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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