improving service delivery

Experience the differenceSTRATEGY ▪ CONSULTING ▪ SUPPORT

Improving Service DeliveryA Service Orientated Approach

Simon Hall, Senior Service Management ConsultantKirsty King, Telford and Wrekin Borough Council

STRATEGY ▪ CONSULTING ▪ SUPPORT Experience the difference

So Why Does Microsoft Do Service Management

STRATEGY ▪ CONSULTING ▪ SUPPORT

Why Microsoft Needs Service Management

DatacenterMachines (SPM)

~24,000Lab Services

~50,000Other OU’s

40,000

Network Attached Devices

~80,000

Smart Phones~80,000

Supported Full Service Domains ~280,000

IP based devices ~890k

Supported Limited Service Domains ~5,000

AD Clients ~420k

ConfigMgr

~285KPHX / GFS~250,000IP connected

Machines~500,000

NTDEV~24,000

Workstation OU280,000


Auckland

Microsoft Offices in 105 Countries89k Employees Globally70k Vendors GloballyMicrosoft locations 400ConfigMgr Sites ~230ConfigMgr Clients ~300,000

Puget Sound37,213

Population

North America15,105

Population

Europe Middle East and Africa

18,893Population

Asia 14,839

Population

South America2,235

Population


Why Microsoft Does ITSMConsumer and Business Services

STRATEGY ▪ CONSULTING ▪ SUPPORT Experience the difference

So Why Does Premier Do Service Management


BackgroundIndustry Trends for Operational Problems

Sources of downtime• People 40%• Process 40%• Technology+ 20%

Process40%

People40%

Other20%

Gartner Security Conference presentation "Operation Zero Downtime," D. Scott

Downtime

PeopleProcessTechnology


BackgroundShifting the Balance


The Impact of Downtime


IT Service Management begins with the

SERVICE


IT Departments that try to improve service often fail because they start looking inwardly, measuring what they do and creating SLAs.


By focusing effort with the identification and definition of Business Outcomes or Services and creating a full portfolio, IT departments can demonstrate why they exist, and focus improvement on improving outcomes, then create SLAs that reflect Business Value.


Talking about ServiceHistorically IT

has talked about ‘server’ uptime, and

assumed that this was an

accurate reflection of

what the business

experienced.


Increasing Complexity

Typical ServiceUSERS

Expectations

BusinessWarrant

y

Dependencies

Exch

ang

e

Netw

ork

Stor

age

Back

up

AD


Telford and Wrekin Council

The Challenges


Telford and WrekinChallenges

27,000 Customers

Services Provided to a multiuser estate

Limited definition of what IT provides

SLAs were cumbersome documents that do not reflect what we provide

Users define their own expectations


Telford and WrekinThe ApproachDefine to our customer base what we provide

Define the warranty that our services provide

Publish the boundaries of when services are supported

Create a single repository for all of our ICT support documentation


Telford and WrekinThe Solution

A Service Catalogue

Define what is provided to whom and when

Allows IT to set Expectations

Assist in service transition from projects

Provide a facility to communicate directly with Schools


Telford and WrekinThe SolutionDefine what our Services are, and how to document them

Define the business groups that we provide to

Provide a once only data entry solution that displays information in different views depending on role

Provide a template for SharePoint that was customised specifically to our needs

Provide knowledge transfer and training

Provide a plan for a full implementation across all of IT


Telford and Wrekin Council

The Solution

https://extranet.telford.gov.uk/ServiceCatalog/Service%20Catalog%20Pages/Home.aspx




People

Process

Technology

Value of a Service Orientated Approach

Re-establish peer-level communications between IT and the business Provide a common vocabulary for business

executives and IT to talk about the priorities and investments


Questions

improving service delivery

Documents

service improvement

limited service domains

lab services

configmgr clients

pmm workshop guide8as

pmm workshop guide7this

ip based devices

configmgr sites