TECHNOLOGY BRIEF: SERVICE DESK

Service Desk: A CA Service Management Process Map

Table of Contents
Executive Summary
SECTION 1: CHALLENGE

Simplifying ITIL How to Use the CA Service Management Process Maps

SECTION 2: OPPORTUNITY

4 Service Desk: The Conduction on Your ITIL Journey From Help Desk to Service Desk Service Desk Goals Interfaces to Other ITIL Processes Continuous Service Improvement Choosing the Right Service Desk Model Further Optimizing the ITIL Service Desk Selecting the Right Service Desk Application Avoiding Service Desk Problems

SECTION 3: BENEFITS

12

Benefits of Service Desk Best Practices

SECTION 4: CONCLUSIONS ABOUT CA

13 Back Cover

Copyright 2007 CA. All rights reserved. All trademarks, trade names, service marks and logos referenced herein belong to their respective companies. This document is for your informational purposes only. To the extent permitted by applicable law, CA provides this document As Is without warranty of any kind, including, without limitation, any implied warranties of merchantability or fitness for a particular purpose, or non-infringement. In no event will CA be liable for any loss or damage, direct or indirect, from the use of this document including, without limitation, lost profits, business interruption, goodwill or lost data, even if CA is expressly advised of such damages. ITIL is a Registered Trademark and a Registered Community Trademark of the Office of Government Commerce, and is Registered in the U.S. Patent and Trademark Office.

Executive Summary
Challenge
The Information Technology Infrastructure Library (ITIL) process framework embodies critical guidance for IT organizations seeking to improve service quality and align more closely with business goals. But ITIL can be challenging to interpret. Many organizations are challenged to apply ITIL effectively to achieve business goals. CA has developed a unique approach to representing the ITIL framework and its interdependent IT Service Management (ITSM) processes at a high level in the form of an easy-to-use subway map. This map is an ideal starting point for understanding and communicating about ITIL in support of successful program planning and implementation.

Opportunity
From the ITIL perspective, the Service Desk function is not only the central point of contact between users and IT services, but also a central point of integration among the ITIL Service Support processes, such as Incident Management, Problem Management and Change Management. Planning and implementing a robust Service Desk function in line with ITIL best practices is a critical step on any organizations journey to continuous service improvement and greater alignment of IT with business goals.

Benefits
Improved accessibility to services and more consistent service through a single point of contact for users Higher quality service and improved user satisfaction Improved ability to communicate and share information with users Faster problem resolution times An enhanced ability to deliver services to users proactivelynot just reactively in response to problems Streamlined, better managed user service activities and more efficient utilization of IT resources, leading to significant cost savings Improved productivity for both users and IT staff Better information to support executive decision-making

TECHNOLOGY BRIEF: SERVICE LEVEL MANAGEMENT 1

SECTION 1: CHALLENGE

Simplifying ITIL
The ITIL process framework embodies critical guidance for IT organizations seeking to improve service quality and align more closely with business goals. But the ITIL best practice guidelines are complex and challenging to understand and interpret. Moreover, they are not designed to provide definitive advice about implementing ITSM processes. Many IT organizations consequently undertake an ITIL journey without a firm idea of their goals and the path to achieve those goals. CA has developed a unique approach to charting the ITIL journey through a visual representation of the ITIL framework and its interdependent ITSM processes in the form of a subway map. This two-part map presents an easy-to-navigate, high-level view of the ITIL terrain. IT executives, strategists and implementers can use these ITSM process maps along with the family of CA ITSM Process Map Technology Briefs that expand on them as a common reference point for understanding and communicating about ITIL; as well as to support successful program planning and implementation. How to Use the CA Service Management Process Maps CAs Service Management Process Maps apply the analogy of subway system maps to illustrate how best to navigate a journey of continuous IT service improvement. Each map describes the relevant ITIL processes (tracks), the ITIL process activities (stations) that youll need to navigate to achieve ITIL process goals (your destination), and the integration points (junctions) that you need to consider for process optimization. CA has developed two maps, Service Support and Service Delivery, since most ITSM discussions focus on these two critical ITIL disciplines.

CAs ITIL Process Maps illustrate at a high level how best to navigate a journey of continuous IT service improvement. Each map describes the relevant ITIL processes and activities youll need to work with to reach your goals.

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The Service Support map (Figure A) represents a journey of improving day-to-day IT service support processes that lay the operational foundation needed upon which to build business value.

FIGURE A

THE CA SERVICE SUPPORT SUBWAY MAP

Service Support Subway Map.

The Service Delivery journey (Figure B) is more transformational in nature and shows the processes that are needed to deliver quality IT services.

FIGURE B

THE CA SERVICE DELIVERY SUBWAY MAP

Service Delivery Subway Map.

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Both maps represent the major ITIL processes as the stations en route to an organizational process destination or goal. The ITIL process stations are served by tracks, which are positioned relative to one another to illustrate how they support the goal of continuous improvement. The ITIL continuous improvement cycle takes the form of a circle or central line, with each Plan-Do-Check-Act (P-D-C-A) step as a process integration point or junction on the line. Junctions serve both as reference points when assessing process maturity, and as a means to consider the impli-cations of implementing a process in isolation. This paper is part of a series of Service Management Process Map white papers. Each paper explains how to navigate a particular ITIL process journey, reviewing each process activity that must be addressed in order to achieve process objectives. Along each journey careful attention is paid to how technology plays a critical role in both integrating ITIL processes and automating ITIL process activities.

SECTION 2: OPPORTUNITY

Service Desk: The Conduction on Your ITIL Journey

Picture yourself taking a trip across town on an underground transit system like the London Underground, the New York City Subway or the Paris Metro. Youd like to reach your destination in the fastest time possible; and you take comfort in the fact that a customer service function is available to inform you of timetable changes, validate your ticket, keep order, and handle queries and complaints. Human or automated, these customer-facing functions enable you to use a mass transit system without undue stress. Likewise, these functions shield customers from system complexity that would otherwise be overwhelming. In large part, these service capabilities determine the users perception of the system. In IT environments the situation is similar, in that users perceptions of the support function are a critical element in the business determination of how well IT is doing its job. But whereas a subway system might have may touch points with users (toll takers, transit police, etc.) most IT organizations have only one, central interface to the service function: the Help Desk or Service Desk. From Help Desk to Service Desk While it considers all the various IT activities (Incident Management, Capacity Planning, etc.) as processes, ITIL regards the Service Desk as a function; that is, a discrete entity that has a specific role. And what should that role be? Naturally, the Service Desk should serve as the place to log Incidents and support the Incident Management process, but it should offer a more complete set of services as well. As the primary interface to the user, the Service Desk function should be capable of co-ordinating change requests, proactively raising alerts about problems and trends, compiling data on service goals and achievements and monitoring customer satisfaction.

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As the role of the Service Desk expands beyond handling user problems and other Incidents, the demands on the function increase significantly. It is therefore critical that the Service Desk include an interface to the other ITSM processes, and can seamlessly drive workflow through automated controls. Without this wider integration, the Service Desk is little more than an oldstyle Help Desk, which users often bypass by accessing domain experts directly. This situation is to be avoided not only for obvious, service-related reasons, but also because it hampers the Service Desk in measuring its effectiveness, leveraging shared knowledge, and driving continuous improvement. Unfortunately, many IT organizations still regard the Service Desk as being there simply to handle user issues. This isnt entirely incorrect, since the Service Desks primary role is to handle activities associated with the Incident Management process. A greater mistake occurs when IT organizations are overly focused on providing help, but give little consideration to improving services to users. While the Service Desk function does provide reactive services when things go wrong, it also plays a critical role in driving proactive service enhancement. Take, for example, the most common request at any Service Deskpassword resets. Research shows that as many as 25% of calls to the average Service Desk concern application password resets. In a traditional Help Desk model, the user calls the Help Desk directly, and the support analyst initiates a sequence of activities to reset the users password. This is extremely inefficient in terms of both lost productivity and cost. In a true Service Desk model, the user accesses a self-service function to automate the password reset request, and perhaps also has access to online user training to further reduce the volume of how to calls to the Service Desk.
FROM REACTIVE ASSISTANCE TO PROACTIVE SERVICE ENHANCEMENT

Obviously the self-service based approach will reduce costs by reducing the analysts need to interact with users; thus also reducing telecommunication costs as well. Self-service can also improve service by standardizing a process, which makes it more repeatable and serves to drive further service improvements. Self-service methods also enable the Service Desk to support greater efficiency among other IT management practices. In the case of automated password reset ability for example, the IT Service Desk Manager can report the number of password reset requests to the Security Manager, who can use the information to help determine the efficiency of certain security policies and develop training plans for users. This type of activity does not serve users directly, but results in improved service. These types of capabilities are important differentiators among Service Desk applications, as discussed below. Service Desk Goals A primary goal of the Service Desk is to act as a single point of contact between the user and IT services. Whatever IT support needs users may have, the Service Desk should be equipped to handle those needs. At the same time, the Service Desk function must be ready and able to proactively communicate with users about IT activities that may affect users ability to interact with business applications at normal service levels. In this context the Service Desk is ITs user perception barometer. If users are dissatisfied with IT services, then the Service Desk should be the first place to look for the problems and the solutions to them. Another objective of the Service Desk is to handle all Incidents and requests for service. Unlike a traditional Help Desk system, the ITIL Service Desk function is not directly concerned with finding the root cause of Incidents. This is within the realm of the Problem Management process, which is initiated in response to the creation of a Problem record.
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The Service Desk (Figure C) manages Incidents, acting as a front-end to the Incident Management process for rapid service restoration (see Figure A). As such, it is important that the Service Desk function can clearly distinguish Incident records from Problem records. Without this capability, it becomes difficult to determine where resources should be allocated to improve each process.

FIGURE C

ITIL SERVICE DESK AND SERVICE SUPPORT PROCESSES

Caption here.

Interfaces to Other ITIL Processes A further goal of the Service Desk is to provide an interface to the other ITIL process activities, including:
CHANGE AND RELEASE MANAGEMENT

The Service Desk acts as the central point for Request for Change (RFC) submissions, and coordinates the installation of software on client systems. When recording Incidents, the Service Desk can access the Configuration Management Database (CMDB) to verify the details of users IT resources.

CONFIGURATION MANAGEMENT

SERVICE LEVEL MANAGEMENT The Service Desk can advise users about what IT services they are entitled to, and report on service achievements or outages.

An optimum Service Desk should be able to support other ITIL processes and activities. As the storefront for IT services, the Service Desk provides an excellent opportunity to maintain contact with users regarding all IT services. For example, the Service Desk could help to monitor customer satisfaction by facilitating web-based surveys.

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Continuous Service Improvement By serving as primary point of contact for users, and by providing a range of support activities for the ITIL processes, the Service Desk can significantly reduce the workload on the IT organization both by intercepting issues that can be easily addressed, and by standardizing support activities through automation. When functioning effectively the Service Desk can accelerate success (i.e., service improvement) by acting as the central mechanism that integrates with various interconnected ITIL processes. To illustrate this point, consider Figure B. As you can see, the Incident Management process starts with the recording of an Incident or the detection of a system event. In most cases the Service Desk will record the Incident, and it is good practice to ensure that all Incidents are recorded immediately upon being reported or detected. Users should be able to record Incidents themselves. Another good practice is to enable infrastructure management solutions to automatically record Incidents when critical service thresholds are exceeded. What should be avoided, however, are situations in which the Service Desk records extraneous event data, such as an incident from each affected resource in the case of an outage of a router, for example. A better approach is for management solutions to correlate multiple conditions to a single event, link this to a business service, and then record the Incident. This eliminates the need for analysts to painstakingly review every system event and thus overload the Service Desk. Recent advances in Application Performance Management solutions, which monitor performance from the users perspective (i.e., response times for business applications) have also facilitated the further optimization of Service Desk Incident recording. These solutions are proficient in detecting deviations from agreed-upon application performance levels (even before users experience them). Integration between Service Desk and Application Performance Management is therefore a good way to quickly pinpoint critical, application-related Incidents and enable the Service Desk to immediately notify support specialists.
LEVERAGING APPLICATION PERFORMANCE MANAGEMENT LEVERAGING SELF-SERVICE Another high-value Service Desk capability is to enable users to record their own Incidents or even perform Incident avoidance by using an available Knowledge Management system to resolve their own Incidents. Implementing a self-service strategy can take your Service Desk to the next level of service optimization and dramatically reduce support costs. Similarly, providing users with a single point of contact with the Service Desk simplifies users communications with IT and can provide a higher level of customer service. You can also provide users with direct access to a broad array of support information, a knowledge repository, having the ability to reset system passwords (as discussed above), system-wide messaging via a bulletin board, self-paced training and much more. One function of a bulletin board, for instance, is to notify users of current service issues, as well as planned service outages for maintenance (contained within the Change Management Forward Schedule of Change).

Service Desk self-service abilities should allow users to not only create new Incidents or requests for service, and to check on the status of either of these, but also can provide support automation capabilities. Support automation is an advanced level of self-service, and the most powerful Service Desks integrate this capability to further reduce costs through call optimization, call avoidance and call prevention.

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Automation optimizes technicians productivity by automating detection, diagnosis, and repair during the live support process. Call avoidance is achieved by empowering users to resolve their own problems with one-click access to automated problem resolution procedures. Call prevention is achieved by automatically monitoring and pushing fixes directly to users desktops before they are aware that a problem exists. This latter capability is extremely valuable because it drives further operational efficiencies and proactive service improvement.
MONITORING USER SATISFACTION Another critical aspect of the Service Desk function is to constantly monitor user satisfaction, as a means to measure and motivate continuous service improvement and to ensure customer satisfaction. Here, a survey capability integrated into the Service Desk, which uses an electronic survey system to gather customer satisfaction information based upon Incidents, Problems or Changes in the environment is critical for driving service improvement. Access to near real-time performance information in relation to information on the Incident, Problem and Change Management processes further enables the Service Desk to continuously improve its perceived or actual performance from the perspective of users. ESCALATING INCIDENTS Also key to the Service Desk function is the management of support escalations. Here it is not enough to merely supply escalation functionality. This functionality must be supplemented with a workflow that captures the knowledge accumulated from subject matter experts so that support analysts can resolve more Incidents at first contact. Research has shown that 83% of the incidents received by a Service Desk have been received before. Therefore, if resolution at first contact is to be a goal, a system capturing this accumulated knowledge should be strongly considered in order to aid in first contact resolution. Once a subject matter expert determines that there is a known error, a workaround, a bug or a fix; or has the knowledge to walk someone through the resolution process, you can capture, review and publish this information in a knowledge repository. This knowledge repository can then be made accessible to all levels in the support chain even to the user via self-service. In this case, it is important that the Service Desk function can segment knowledge so that users only have access to those documents that are appropriate for them.

Another function is communication across all levels of support that manage the Incidents, Problem, and Changes themselves. Technicians at each level should have a means (ideally contained within a single application) by which to record the activities they perform while on a service call. If this data is recorded efficiently, then technicians and users both have the capability to know the exact status of Incidents at all times. The following is an example of the effective use of status information: A user calls the Service Desk and speaks with a Level 1 support technician. An Incident record is created and assigned an Open status if the support analyst cannot resolve the Incident at first contact. The Incident is transferred to Level 2 support and the status is changed to Transferred. Once the Level 2 technician sees the Incident in her queue, she changes the status to Acknowledged so that the Service Desk knows that the technician has acknowledged receipt of the Incident. When the technician begins to work on this Incident, the status is changed to Work In Progress.

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 If the technician is waiting for the user to respond with additional information, the status can be changed to On-Hold or Waiting on Customer. If the technician needs to conduct further research to resolve the Incident, then the status is changed to Researching. Once the Incident is resolved the status is changed to Closed. By providing this level of granularity, users can be constantly kept up-to-date on Incident status. Using our urban transport analogy, failure to provide this capability would be tantamount to not providing commuters with detailed timetable information!
SUPPORTING USER EDUCATION

The Service Desk should also provide the capability to help determine customer education and training requirements. Since the Service Desk is a single point of contact for users, it is critical that capabilities exist to capture training or education requirements regarding a specific application or IT service. By incorporating this sort of capability, you can transform the Service Desk function from a reactive to a proactive model. Here for example, information about training needs could provide line-of-business managers with the information they need to help develop training plans for new or experienced users. This has the effect of reducing user downtime and driving higher productivity. Choosing the Right Service Desk Model There are several options for structuring the Service Desk function within an organization, and it is important that enabling technologies have the flexibility to support each of those models. Remember, todays Service Desk structure wont necessarily be optimal in five years, or even within one years time, so look for solutions that can grow and change with business needs. Among the most common Service Desk structures:

THE LOCAL SERVICE DESK

provides optimal support for a single location. This is where the first level support is provided. Additional levels of support are localized within individual, local locations all calls are logged into their own instance of the Service Desk application, with no insight into activity at other locations. For an organization with multiple locations, this means that each location will have its own Service Desk unit. To ensure that the local Service Desks is effective for an IT organization with multiple business locations, you have to coordinate and maintain standardization across all of the local Service Desk instances. Centralized management reporting is often difficult due to manual consolidation and compiling of reports across the multiple Service Desks. For an IT organization that wants consistent management and reporting across the business regardless of location, the Local Service Desk structure is not the best option, and other models should be considered.

THE CENTRAL SERVICE DESK is preferred where all of the calls (irrespective of origin and location) are centrally logged. For IT organizations with multiple locations, this reduces operational costs and provides consolidated management reporting and performance statistics. It can also leverage available resources across the business regardless of geographical location. A Central Service Desk can also consolidate level 2 and higher support so that all such calls are managed at the centralized location.

TECHNOLOGY BRIEF: SERVICE LEVEL MANAGEMENT 9

THE VIRTUAL SERVICE DESK incorporates the best of both worlds because it is locationagnostic. As long as there is adequate connectivity between locations, having a Virtual Service Desk may be the optimum solution for your IT organization. This structure helps consolidate call tracking, yet can distribute the first, second and third levels of call management to the location of the call if necessary. Thus, a single instance of an application provides consistent management of the processes, statistics, escalations and notifications that, in turn, manage the Incidents, Problems, Changes and Service Requests. However, any location can provide support for the user. One concern with a Virtual Service Desk structure is that there generally needs to be a common language used for data entry across all locations. This enables all staff across the globe to search on a common set of Known Errors, Incident matching and problem diagnosis functions. The Virtual Service Desk is currently the most used of the Service Desk structures, providing a common language, common processes and procedures, and common statistics to cut costs, improve service quality and increase customer satisfaction.

There are many other issues to consider when setting up a Service Desk. For example: What are your business objectives for the Service Desk? What are the maturity levels of the IT organization that supports the business and the maturity level of the business? What are the service expectations of the business? What are your organizations Key Performance Indicators important benchmarks for continual process improvements? Determining exactly what IT services you will be providing to the business is critical to your success.
OTHER CONSIDERATIONS

Also important is the creation and publication of guidelines that document the levels of expected support the Service Desk will provide to the business, so that both IT and the business understand what to expect from the Service Desk and related entities. Some examples of Service Level Agreements (SLA) include establishing response times for specified types of calls, defining service priorities based on business impact, setting the time period before escalation, and many others. Careful planning will go a long way to avoiding problems down the track. Even the best Service Desk function will be useless if the processes it supports are inadequate (in which case you will simply be automating an inadequate process). Be sure to supplement technology with practical and outcome-based assessment services that quickly gauge maturity levels and recommend service improvement strategies. Further Optimizing the ITIL Service Desk When implemented as the central hub or integration point between the Incident, Problem, Change and Configuration Management processes, and by leveraging Knowledge Management activities (e.g., the capture of how-to information for users), the Service Desk function is better able to optimize the support services it provides to the business. The Service Support subway map (Figure A) can be used to view all of the process lines, process activities (stations), and process intersections that occur along the PLAN-DO-CHECK-ACT continuous improvement cycle, and how they relate to, and can be supported by, the Service Desk function.

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To ensure the Service Desk is performing at peak efficiency, it is also important to continuously collect, analyze and act upon statistics. With the ability to track the types or categories of Incidents and resolution times, it becomes easier to pre-determine where service improvements are required. Ensuring access to all of the data for accurate reporting will be critical, which is why an integrated capability is so important. Data, however, is not enough; automated processes must be in place to ensure that data is constantly measured and, most importantly, used. The ability to integrate and measure across processes (i.e., Incidents, Problems and Change Management) enables the organization to improve overall IT efficiency. For example, by providing visibility into what percentage increase of Problems result from Request for Changes (RFCs) enables management to drive necessary improvements in the Change Management process. Selecting the Right Service Desk Application Premier Service Desk applications provide all of the following capabilities: Gathering of trend information across the support processes Reporting of Key Performance Indicators (KPI) on Service Desk activities such as: Total number of calls to the Service Desk Average call handling times by the Service Desk by category % of total Incidents resolved by the Service Desk % increase month over month of Closed on First Contact by the Service Desk % of Incidents caused by Changes in the EnvironmentPlanned and Unplanned % increase of calls closed with associated knowledge documents (this will show that the knowledge repository created by Levels 2 and 3 is being leveraged effectively) Integration between the Incident Management tracking and Knowledge Management systems Integration between the Problem Management tracking system and the Known Error database (which is usually included in the Service Desk or the Knowledge Management system) Linking of Incidents with Problems with Changes through automated workflow templates Managing the work effort of calls within the system Managing the status of calls along with the proper categorization structure and the prioritization, escalation and notification rules; to ensure the proper level of service support to the business

TECHNOLOGY BRIEF: SERVICE LEVEL MANAGEMENT 11

Avoiding Service Desk Problems While there are innumerable concerns that can arise in the course of implementing and managing Service Desk operations, here are a few high-level tips that are applicable universally:
COMMUNICATION IS THE KEY TO SUCCESS

Everyone involved in the Service Desk function must understand the processes it directly manages and the interdependencies and relationships with the other processes and procedures the Service Desk facilitates. Staff must follow these processes and track information effectively in the Service Desk application so that everyone involved in the process knows the status of the call, who is performing what task, what has been done so far and the assigned period prior to escalation.

TRACK EVERY SINGLE CALL THAT COMES INTO THE SERVICE DESK Also make sure that all calls are recorded and categorized properly. This will improve process management, the effectiveness of the Service Desk function and increased customer satisfaction. ARM THE SERVICE DESK FUNCTION WITH THE TOOLS TO GET THE JOB DONE Make sure that there is an integrated capability that allows the tracking of RFCs, service requests, Incidents and Problems so the business has a single contact point with IT.

SECTION 3: BENEFITS

Benefits of Service Desk Best Practices

Because it is a point of integration with so many ITSM processes, organizations that successfully plan and implement the Service Desk function in line with ITIL best practices will enjoy a broad spectrum of benefits, including: Improved accessibility to services and more consistent service through a central point of contact for users Higher quality service and improved user satisfaction Improved ability to communicate and share information with users Faster resolution of Incidents An enhanced ability to deliver services to users proactively not just reactively in response to problems Streamlined, better managed user service activities and more efficient utilization of IT resources, leading to significant cost savings Improved productivity for both users and IT staff Better information to support executive decision-making; e.g. service deficits, customer training and education requirements, use of staff resources, service performance, etc.

12 TECHNOLOGY BRIEF: SERVICE LEVEL MANAGEMENT

SECTION 4: CONCLUSIONS

Planning for and implementing a Service Desk function is one of the most critical components of an ITIL Service Support process improvement program. You should initially determine the scope and structure of the Service Desk, as well as understand what the focus of the Service Desk will be. You should also determine the type of Service Desk you will implement and how it will interface not only with the user community, but also with the internal IT organization. These steps are critical to the success of the Service Desk. Automate as many activities as possible while leveraging knowledge repositories to support the Service Desk function will be critical for mapping Known Errors and other information in the environment. Ensure that processes are effective before you automate them, as automating inefficient processes adds little value. Finally, determine the Key Performance Indicators that the Service Desk will monitor and manage to set a baseline for verifying whether continual process improvement is occurring and whether a given process change contributes to the overall success of the Service Desk and increased customer satisfaction. To learn more about the CA ITIL solutions, visit ca.com/itil.

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