IT Service improvement

YUBC Internet provider

Founded in 1989, in Beograd, and its main activities are telecommunications Motto: Quality without compromises. Its business is divided into two main sectors: technical and sector of general affairs. Clients are offered 24/7 technical support during whole year. Following services are offered: Web Hosting, Server Housing, Domain registration, VOIP, Dial-up , ADSL, Wireless access
www.yubc.net
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Wireless Internet is achieved by establishing connection between transmitter (provider) and receiver (client). For a client to be able to use wireless internet it is necessary to be inside the signal coverage area (to have a visual contact) Business system YUBC for Wireless service: Goes onsite to check visual contact; Assignees IP addresses; Provides all necessary equipment for establishing wireless connection; Sets up raido-antenas and tunes them up.

Areas with potential for improvement:

Recording of observed processes, Clear definition of roles and responsibilities within RACI matrix and

Establishing standard procedures: Procedure for creation and categorization of documents Procedure for document management.

AS-IS analysis
For event management is used: SNIPS, Software from hardware manufacturer and E-mail notices

Suggestions for improvement:

1. Procedure for event management and 2. RACI* matrix.
Service Desk manager Choice of event to be supervised Parameters for event alarms Event discovery Action trigger Action analyse Closing up event Service Desk analyst Ass. dir. for tech. sector Head administrator TT assembler

I A A A A

I R R R R

A I I C/I

C I I I I

*The RACI matrix is a type of responsibility assignment matrix which is used to delegate tasks, activities, milestones, or decisions to project team members. Each team member is designated a role in the RACI hierarchy which is an acronym that stands for (Responsible, Accountable, Consulted, Informed).
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AS-IS analysis
Considerable maturity of process; There is no unified record of incidents .

Suggestions for improvement:

1. Incident record, 2. Incident procedure management and 3. RACI matrix.

Client Incident detection Entering the incident Categorization of incident Incident priority Starting support Solving form second level of support Solving form third level of support Closing up the incident Proactive communication Incident report C C/I R/I I

Service Desk manager A A

Service Desk analyst R R

Ass. dir. for tech. sector I

Head administrator I

TT assembler I

A
A A C

R
R R C

R/I
R/I I A/R I I

I
I I R

C/I I C/I

C C C A/R

C R R

C A A/R I

A/R I C I

C I C I

AS-IS analysis Considerable maturity of process; There is no unified, structural record of problems.

Suggestions for improvement:

1. Records of the problems, 2. Database of known errors, 3. Procedure for problems management 4. RACI matrix.
OSTALI UZRONICI Vremenske nepogode Delovanje N.N. lica Pogrena procena Neinformisanost Nestanak struje OPREMA PROVAJDERA Sektorska antena RADIO FREKVENCIJE Fizike prepreke Napajanje Bazna stanica Meanje Kablovi drugih Korisnika antena Ruter ureaja Point-to-point Server dodatna oprema Switcher Kablovi Ureaji Napajanje Link provajderTelekom Konfigurisanje GREKA KORISNIKA OPREMA KORISNIKA

Meunarodni linkovi Link Telekomnjegov provajder

SMETNJE ILI PREKID USLUGE WIRELESS

INTERNET LINK

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AS-IS analysis
Claims standard changes which should be charged; The existing records of clients; There are no unified records of claims.

Suggestions for improvement:

1. Records of claims, 2. Extension of user records, 3. Procedure of claim fulfilment and 4. RACI matrix.

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AS-IS analysis
Every employee enters name and password on its own PC.

Suggestions for improvement:

1. Catalogue of services for internet users, 2. Procedure of access management and 3. RACI matrix.

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IT Service improvement Telekom Service Desk

Organization plans ISO/IEC 20000 standardization and ITIL practice

Existing service desk
Tel, fax, mail, post, web app special home made application for damage report

http://www.telekom.rs/
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Analysis:
Duration:10 days around 10 000 IT clients not a single incident, nor service claim lost 344 are solved on first level 107 incidents are solved on the second level of support categories have been analysed

Disadvantages:
the processes of planning, designing and IT maintenance are difficult

Possible improvements:
Centralization Report of all failures Claim status check Centralized software

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PROJECT description: Purchasing of HP Open View software Loading the database connection between Active directory and Human Resource database of employees Integration with already used client hardware and software system Establishing connections client-equipment and equipment-equipment Loading the database with data on equipment that is not being used

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1. 2. 3.

Goals of the project:

helping IT to become service provider in organization improve the quality of IT services implement and optimize processes of IT support services lower long term expenses for service providing create basis for implementing complete management of IT services on ITIL

6. 7. 8.

9. 10.

4. 5.

renewal of normal service operations as soon as possible reduce consequences of incidents on company business processing and evidencing of all incidents and service claims so that there is no loss referring resources where they are most needed provision of information that enables optimization of support process, lowering number of incidents and execution of management planning

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Phase 1: Delivery of hardware and software Beginning: Project start date Deadline: Project start date + 60 days

Phase 2: Service Desk, Incident Management and Problem Management Beginning: Project start date Deadline: Accepted Phase 1 + 90 days Phase 3: Configuration Management and Change Management Beginning: Project start date Deadline: Accepted Phase 1 + 120 days

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Client service is divided into two groups:

level

one

receives calls, fills in data, sets priority, resolves basic problems (password reset, providing information), forwards cases that cant be solved to level two.

level two solves cases with long distance approach, forwards cases that cant be solved to the work groups

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Work groups
technicians of different locations, unidocs, warehouse clerks, specialists, system operators, network administrators, safety and protection, management, Telecommunication information system (TIS), Management information system (MIS), Geographical information system (GIS), etc.

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Benefits gained by introducing Service Desk:

automation of the processes that are monitoring provision of IT service improved quality of IT service provision reduced response time on reported error reduced expenses of service provision

created knowledge database increased user satisfaction knowing that they can find out at any time what is going on with their claim it has began to be measured and analysed utilization of IT technicians, work is being allocated and stimulated based on analysis

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Continual Service Improvement

VELKOM company

Private company for production and packaging of powdered and granular products. For two decades of business company has become one of the largest manufacturers of various food additives. Winner of several gold medals for quality.

http://www.velkom.rs

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Two main areas of improvement: external and internal

Defining of desired state or goal: delivery of quality IT service, increase capacity in accordance with company development, training staff. IT sector of VELKOM company supplies internaly.

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Existing IT service Improvements regarding changes in the application: evaluation of suppliers reliability, reporting Expected result: better risk management

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IT service application for inventory Introduction of ERP software package for production management Implementation of ERP software includes engaging specialist consultant team

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Improvement of current service:

accepting orders via e-mail reporting analysis of product sales.

New service: Online shop Availability management, information security and access control

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Current application offers good support in this area Different complex financial reports Changes according to legal requirements Access management and prevention of data manipulation

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Capacity management optimizes capability of IT infrastructure and services Analysis of the component failure impact Analysis of service failure Availability of 24h service Events that lead to service failure

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Capacity management proactively oriented hardware, software and staff support Service capacity management Capacity management - components hardware components, software tools for monitoring, measurement, data analysis and safety management, Roles: Measurement manager and Analyst

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Methods of institutionalization of changes: Harmonization of changes with organizational culture Communicational strategy and plans Service Desk direct communication of IT supplier and client Quick response to a request Event management

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Most of those who have experience with ITIL claim that adoption of ITIL doesnt have an end point there is just a starting point and milestones on the path of measuring achieved continuous success!

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