improving service delivery
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Improving Service Delivery. A Service Orientated Approach. Simon Hall, Senior Service Management Consultant Kirsty King, Telford and Wrekin Borough Council. So Why Does Microsoft Do Service Management. Why Microsoft Needs Service Management. Network Attached Devices ~80,000. Smart Phones - PowerPoint PPT PresentationTRANSCRIPT
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Improving Service DeliveryA Service Orientated Approach
Simon Hall, Senior Service Management ConsultantKirsty King, Telford and Wrekin Borough Council
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So Why Does Microsoft Do Service Management
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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
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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
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Why Microsoft Does ITSMConsumer and Business Services
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STRATEGY ▪ CONSULTING ▪ SUPPORT Experience the difference
So Why Does Premier Do Service Management
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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
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BackgroundShifting the Balance
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The Impact of Downtime
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IT Service Management begins with the
SERVICE
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IT Departments that try to improve service often fail because they start looking inwardly, measuring what they do and creating SLAs.
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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.
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Talking about ServiceHistorically IT
has talked about ‘server’ uptime, and
assumed that this was an
accurate reflection of
what the business
experienced.
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Increasing Complexity
Typical ServiceUSERS
Expectations
BusinessWarrant
y
Dependencies
Exch
ang
e
Netw
ork
Stor
age
Back
up
AD
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Telford and Wrekin Council
The Challenges
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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
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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
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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
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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
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Telford and Wrekin Council
The Solution
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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
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Questions