Deep Dive UHD Optimization

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Neil Booth
6 years ago
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2 Reasons and possible objectives why to optimize a user help desk (UHD) Language coverage, Follow the sun Decreased IT costs 7x24-coverage >web- and UHD based Globalization Cost pressure Automatic software distribution, remote access Better quality of service New technologies High first-fix-rate Increased reaction time Centralized vs. dezentralized Bundling/ Centralization UHD OPTIMIZATION User self service automation Optimized tool support Page 2 Standardization of processes Defined clear processes More flexibility Definition of expert groups Defined skill-sets Build up / restructure sites

3 Need for UHD optimization: From a holistic viewpoint to different perspectives Holistic viewpoint Potential for improvement Consistent quality of service Cost reduction Strategy Optimize utilization and increase productivity Optimization of skills and pooling of resources including usage of synergies Technology UHD OPTIMIZATION Processes and organization 3 Processes and steering optimization High first fix rate Multi language coverage Process optimization Increased service flexibility

4 The following 3 phases are required to realize UHD optimizations along the whole value chain Requirements, as-is analysis & target picture Conception of solution scenarios Evaluation and recommended actions Key Deliverables Clarification of requirements & framework conditions Analysis of existing documents & data collections Review of the IT-Service Desk core processes/swot analysis Development and coordination of the target picture based on benchmarks Main results Compilation of the stakeholder`s requirements Common understanding regarding the desired target picture SWOT overview of the current IT- Service Desk structure Identification of required actions, focusing on central/decentral organizations Evaluation of previous analysisresults Best practice analysis Risk assessment Elaboration and bundling of optimization measures Best practice examples Solution scenarios for optimization 4 Evaluation of solution scenarios based on the assessment model which derives from the target picture Alignment of the scenarios in cooperation with the stakeholders Detailing of the top solution scenarios and derivation of recommended actions Identification of Quick Wins Recommended action regarding the top solution scenario Description of alternatives Overview of all optimization measures and quickwins that were elaborated during the course of the project

small (up to 0.1% of max. damage) Small (0.1% - 1% of max. damage) to bear (1% - 10% of max. damage) dangerous (10% - 100% of max. damage) Disastrous (> 100% of max.

5 Very likely Likely Not very likely Unlikely Very unlikely very unlikely (up to 0.1%) Unlikely (0.1% - 1%) not very likely (1% - 10%) likely (10% - 30%) very likely (30% - 100%) Very small Risk A2 Risk C2 Risk C1 Risk B1 Risk C2 Small Risk A1 To bear Danger ous Disastr ous Damage impact very small (up to 0.1% of max. damage) Small (0.1% - 1% of max. damage) to bear (1% - 10% of max. damage) dangerous (10% - 100% of max. damage) Disastrous (> 100% of max. damage) The decisions of ad-hoc arbitral procedures are not accepted in China and will therefore be useless leads to uncalculated process risks in front of Chinese courts. Even decisions of the arbitration courts of the International chamber of Commerce are not accepted in China and will therefore be useless. This can also lead to the non-enforceability of contracts or rights. In addition, high risks of procedures in a Chinese court are looming. Contracts might not be followed accordingly by the Chinese sales partner: - the partner might demand lower prices than agreed in quantity structure (which lead to lower revenues), - he might return damaged devices to the manufacturer with the fault obviously on the dealer s side - use not authorized sales channels for his sales activities which could lower brand attractiveness. = Acceptable risks = Considerable risks = Dangerous risks Deep Dive UHD Optimization Overview of the main steps in phase 1 towards the creation of the target picture Requirements, as-is analysis & target picture Steps and deliverables Workshopwith Stakeholders SWOT- Analysis Important stakeholders and experts will be interviewed prior to the set up of a Kick-off workshop. Moreover a process review and an analysis of documents (provided by the client) should be accomplished in advance _DEEP _ SOE IT DIVE WORKPLACE USER HELP AND DESK MOBILE OPTIMIZATION.PPTX EXCELLENCE.PPTX Analysis of clients documents and data Process review Damage Impact Risk of having a legal dispute with a Chinese sales partner Possible damages: Stakeholder`s desired target picture Likely Damage impact Dangerous Strategic requirement definitions Usage of benchmarks 5 Within the stakeholder workshop strategic requirements, client`s expectations, responsibilities and framework conditions will be discussed to develop a common target picture of an optimized UHD. The usage of benchmarks and SWOT analysis is a reliable means and should also be used in the workshop to develop the target picture and coordinate the necessary way forward.

6 Benchmark requirements that should be considered IT-Workplace Backend RAS 2nd level/field Service* Service Desk Software Hardware Logon Service Print Service File Service SW Distribution Security & Virus LAN Desktop Notebook Thin Client Engineering und Problem Management Asset und Service Management Order und Change Management _DEEP _ SOE IT DIVE WORKPLACE USER HELP AND DESK MOBILE OPTIMIZATION.PPTX EXCELLENCE.PPTX Internet RAS Internet Service SLA Service Desk Reference Features Service time On-call duty Phone pick-up time in s Abandoned calls (max) h/w. no < 5 5 Resolution-rate(Min) New user account Change of user-account Password-Reset Change of project drives and authorizations in h % < 5 WD < 2 WD < 4 h. < 4 h. 2nd level/field Service 6 UHD Software Hardware Average (Benchmark-group) x,x Buy Desktops in p.m. 0,0 Peers

7 Very likely Likely Not very likely Unlikely Very unlikely very unlikely (up to 0.1%) Unlikely (0.1% - 1%) not very likely (1% - 10%) likely (10% - 30%) very likely (30% - 100%) Very small Risk A2 Risk C2 Risk C1 Risk B1 Risk C2 Small Risk A1 To bear Danger ous Disastr ous Damage impact very small (up to 0.1% of max. damage) Small (0.1% - 1% of max. damage) to bear (1% - 10% of max. damage) dangerous (10% - 100% of max. damage) Disastrous (> 100% of max. damage) The decisions of ad-hoc arbitral procedures are not accepted in China and will therefore be useless leads to uncalculated process risks in front of Chinese courts. Even decisions of the arbitration courts of the International chamber of Commerce are not accepted in China and will therefore be useless. This can also lead to the non-enforceability of contracts or rights. In addition, high risks of procedures in a Chinese court are looming. Contracts might not be followed accordingly by the Chinese sales partner: - the partner might demand lower prices than agreed in quantity structure (which lead to lower revenues), - he might return damaged devices to the manufacturer with the fault obviously on the dealer s side - use not authorized sales channels for his sales activities which could lower brand attractiveness. = Acceptable risks = Considerable risks = Dangerous risks Deep Dive UHD Optimization Overview of the main steps and tools in phase 2 which enable the conception of optimization measures and solution scenarios (Tools to) develop solution scenarios Steps and deliverables _DEEP _ SOE IT DIVE WORKPLACE USER HELP AND DESK MOBILE OPTIMIZATION.PPTX EXCELLENCE.PPTX Identification of required actions Risk assessment Best practice Checklist / analysis Damage Impact Risk of having a legal dispute with a Chinese sales partner Possible damages: Solution scenarios for optimized UHD Likely Damage impact Dangerous Best practice- Analysis Bundling of optimization measures 7 RACI-method In a first step all previous analysis results should be screened and considered as a base for the required actions and the risk assessment. By conducting a best practiceanalysis required actions will be identified and optimization measures can be bundled accordingly. Dedicated solution scenarios for the optimization of the UHD should be the outcome of this phase and should serve as base for recommended actions to the client (in phase 3). This includes also the provisioning of a service description, SLAs and a future charging model.

8 Best practices based on benchmarks help to identify the target picture. Best Practice: High first fix rate & remote admin. Bad Practice: Call Taker & Field Service User 1) Call 2) Remote admin. & fix UHD KPIs >70% First Fix Rate % Reachability in s #Calls per UHD-Employee #Calls per device User 1) Call 3-n) ring back, On-site support & fix UHD- Call-Taker 2) Forward Expert Best practice: Worst practice: Immediate fix through trained and enabled User Help Desk (First Level Support) First fix rate higher than 70% Single point of contact (SPOC) for all incidents Advantages: High client satisfaction Transparency due to documentation in trouble shooting tool 8 User Help Desk (UHD) is call taker only. UHD is not enabled for remote administration Ticket forwarding is usual. No knowledge database provided. Disadvantages: User can work limited or not at all (>frustration) Additional waiting time, coordination issues Time-consuming post-documentation

The Best practice checklist ensures quick identification of optimization potential as base for the best practice analysis and the derivation of improvement measures Best Practice Checklist Available

9 The Best practice checklist ensures quick identification of optimization potential as base for the best practice analysis and the derivation of improvement measures Best Practice Checklist Available Service Modules*: Service Desk (UHD) Application Developm. Appl. 1 Appl. N Application Mgmt. Appl Appl. N Server- Operationa (OSY) Operation Mainframe Desktop Services LAN WAN Fixed / Mobile Telephony *for these service modules Detailed Best-Practice-Checklists are available _ SOE IT WORKPLACE AND MOBILE

10 The Best Practive Coverage Degree will be compared with the market to identify the gaps between the target picture and the as-is situation. Market comparison of Best Practice Coverage Overview- Best Practice Coverage Degree Service Desk - Best Practice Coverage Degree Other LAN/ WAN Client Market Service Desk Operation Legacy Application Development Application Mgmt. Operations OSY-Server Legend* 0 = Low coverage (<50% of all Best Practices covered); 10 = High coverage (95%-100% of all Best Practices covered) 10 Access options Others ITIL principles Productivity (Calls per UHD-FTE) Telephony Toolsupport Problem solving expertise (First Fix Rate) Susceptibility of IT (Calls per workplace) Transparency/ Controllability _ SOE IT WORKPLACE AND MOBILE

Overview of the main steps in phase 3 which lead to the final evaluation

deliverables Alignment of solution scenarios Agree and align on the

scoring model Identification of quick wins Solution scenarios for

optimization measures and quick wins that were elaborated during the

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11 Overview of the main steps in phase 3 which lead to the final evaluation and recommended actions (Tools to) develop solution scenarios Steps and deliverables Alignment of solution scenarios Agree and align on the prioritized solution approach with the stakeholders based on an individual scoring model Identification of quick wins Solution scenarios for optimized UHD Derivation of recommended actions Deliver an overview of all optimization measures and quick wins that were elaborated during the course of the project and document them _DEEP _ SOE IT DIVE WORKPLACE USER HELP AND DESK MOBILE OPTIMIZATION.PPTX EXCELLENCE.PPTX Alternative scenarios Scoring Model Derivation of recommended actions 11 Describe alternative scenarios

ITIL Intermediate Capability Stream:

ITIL Intermediate Capability Stream: OPERATIONAL SUPPORT AND ANALYSIS (OSA) CERTIFICATE Sample Paper 2, version 6.1 Gradient Style, Complex Multiple Choice SCENARIO BOOKLET This booklet contains the scenarios