do not focus on reducing the number of incidents! francien fabrie 23 november 2005
TRANSCRIPT
Do not focus on reducing the number of incidents!
Francien Fabrie23 November 2005
Introduction• Francien Fabrie, Change Manager
• Heineken: one of the largest breweries in the world
• Shared Services Organisation:Heineken Nederland Business Services
• ICT organisation: Business Systems Services
• Our customers: all operating companies in the Netherlands
Do not focus on reducing the number of incidents!
• That is a battle you cannot win
• Focus instead on customer satisfaction:
=> delivering the right service at the agreed time
Agenda
• Why Heineken implemented ITIL
• Change from product focus to service focus
• How we communicate with our customers to manage expectations
• Conclusion
Why Heineken implemented ITIL
Reasons for implementing ITIL:
• Improve the support level
• Customer focus
• Reduce costs
• Ensuring quality
How Heineken implemented ITIL• In 1999, a project was started to improve the support level
• This resulted in the implementation of ITIL and the selection of a service management tool. We started with:
– Incident management– Change Management– Problem Management – Configuration Management
In 2003/2004:
• Start shared services project
• Implementation of service level management
Change from product focus to service focus
• Implementation of service level management changes
the focus from single products to a service.
What is an ICT service?
• ICT service consists of 2 elements:
– All ICT objects that are part of the service
– All activities in the organisation that guarantee the agreed service level in the SLA
ICT-organization
Change from product focus to service focus
Customer
User
ICT-Service
ICT-Product ICT-Process
SLA
Auth
ICT-Service ICT-Service
ICT-Product ICT-Process
Service 1
Service 2
The effects of implementing service level management
To deliver Service level reports for the customers:
• Configuration Management: product structure in the CMDB has to be changed to link all the components that are part of a service
• Incident management/change management: incidents/changes have to be logged under the correct item (CI)
The effects of implementing service level management
Changes in the organisation: Who is responsible
for a service?
• New role: service owner
• Support for a service is not covered by a single team => multiple disciplines
M&SBCtCFtW
Off.Aut
SvM
Customer
Service Organisation Model
BIM Business Information ManagerIM Information ManagerBPO Business Process OwnerBPC Business Process Coordinator
KU Key UserSM Service ManagerSO Service OwnerTL Team leadSD Service Desk
BIM
HNBS – ICT organisation
FBP PBP TBP
Services
Services
Services
TL TL
SO
SO
SO
SM
TL TLTL TL TL
USLA User SLA SLA Service Level Agreement UC Underpinning Contract SQP Service Quality Plan
BPC
KU
BPO/IM
BPC
KU
SD
SD
Service management process
IT serviceIT service demand
Specify/quantify the service Monitor/evaluate the service
Monitor/evaluate the service Design/organise the support processes
Customer SLA Supplier
Make agreements/evaluate Translate agreements in support
Implementation of new services
BSS
Projects &
Consultancy
Services &
Support
Requirements
Customer Pull Technology Push
Features
Development ofnew services
Support of services from service catalogue
ITILPrince
Implementationof new services
How to manage expectations
• Every year => Customer survey
• Procedure for dealing with complaints
• Every week the ServiceDesk interviews 10 customers to gauge the level of customer satisfaction
How to manage expectations? – GAP 1
Expected service level
Experienced service level
Service delivery
Design and standardisation of the service
Supplier expectation of
required service level
Communication with the customer
CUSTOMER
SUPPLIER
GAP 5
GAP 4
GAP 3
GAP 2
GAP 1
How to manage expectations? – GAP 2
Expected service level
Experienced service level
Service delivery
Design and standardisation of the service
Supplier expectation of
required service level
Communication with the customer
CUSTOMER
SUPPLIER
GAP 5
GAP 4
GAP 3
GAP 2
GAP 1
How to manage expectations? – GAP 3
Expected service level
Experienced service level
Service delivery
Design and standardisation of the service
Supplier expectation of
required service level
Communication with the customer
CUSTOMER
SUPPLIER
GAP 5
GAP 4
GAP 3
GAP 2
GAP 1
How to manage expectations? – GAP 4
Expected service level
Experienced service level
Service delivery
Design and standardisation of the service
Supplier expectation of
required service level
Communication with the customer
CUSTOMER
SUPPLIER
GAP 5
GAP 4
GAP 3
GAP 2
GAP 1
How to manage expectations? – GAP 5
Expected service level
Experienced service level
Service delivery
Design and standardisation of the service
Supplier expectation of
required service level
Communication with the customer
CUSTOMER
SUPPLIER
GAP 5
GAP 4
GAP 3
GAP 2
GAP 1
How to manage expectations?
IT serviceIT service demand
Specify/quantify the service Monitor/evaluate the service
Monitor/evaluate the service Design/organise the support processes
Customer SLA Supplier
Make agreements/evaluate Translate agreements in support
GAP 1
GAP 4
GAP 3
GAP 2
Possible difficulties with defining servicesCharacteristics of a service:
• Not tangible: a service is not visible before purchase, it cannot be tried or experienced beforehand.
• Simultaneous production and consumption: services are sold first and then simultaneously produced and consumed. Services are not held “in stock”.
• Uncertainty: the customer has to take final quality of the service on trust.
• Low visibility: ICT services often only become visible when they don’t function correctly.
ConclusionReducing the number of incidents is not enough:
• All ITIL processes have an important role in improving customer satisfaction
• Customer satisfaction involves more than just reporting the statistics
Questions
?