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Growing pains and productivity gains - helpdesk management - Industry Trend or Event
by Bart Greenwood
Posted on October 28th, 2008
Lessons learned about the Help Desk.
Most large companies have similar issues with internal support services because these have grown as the company has grown: with no clear architecture. With a well-planned and executed architecture, the appropriate processes, tools, organization structures, staffing models, and human resource management and development plans can be put in place to bring enterprise infrastructure services up to world-class standards. However, needs are so intense that IT doesn't have time to plan; it simply reacts.
As the technology infrastructure migrates toward distributed systems and away from the tightly controlled "glass house," the processes and disciplines we had taken for granted are slowly crumbling before our very eyes.
Many IT organizations try to regain control by monitoring systems more closely and automating functions with the purchase of systems management frameworks such as CA Unicenter and Tivoli TME. While bringing great value to the organization, these products aren't solving the problem.
By focusing on only one dimension--technology--without also considering people (organization, training, development, management) and process (work flow, reporting, process improvement), implementing enterprise systems management tools meets with limited success at best.
HELP DESK AS MISSION CONTROL CENTER
The help desk is rapidly becoming the mission control center for enterprise systems management for many IT departments. The help desk is taking this role for a single reason; it is the focal point of customer service for the IT organization to its customer base.
In looking at the needs and expectations of more than 1,000,000 users of information technology and technology services from America's largest corporations, the expectations and needs become clear--customers (business users) have grown increasingly frustrated with IT. They are not satisfied with the stability of the environment, and they are incredibly dissatisfied with how they are treated by the IT function. Based on our research at Synet, the primary messages from customers are:
* Treat me like a valued customer, and respect my time.
* Let me know what is going on.
* Demonstrate to me that you know what you are doing through your words and your actions when I contact you.
* Don't make your process my problem.
Once IT recognizes that the expectations of its customers and the reality of its delivery systems don't match, the result should be a commitment to change. The companies which move forward have learned how to become world-class service operations through both trial and error and expert strategic counsel. Their goals tend to focus on:
1. Improving customer satisfaction.
2. Ensuring that IT infrastructure management can deliver on the strategic imperative of the IT function--providing strategic applications that work and are available.
3. Focusing on availability from the customer's perspective.
4. Better managing costs and focusing on value delivered.
INTEGRATING PEOPLE, PROCESS, AND TECHNOLOGY
The successful IT department creates a process for enterprise systems management based on the customers' needs because customers represent real business profit and loss drivers. Synet uses an architectural model which takes into account people, process, and technology. It provides a structure for managing and building the complex inter-relationships that exist within the IT infrastructure.
People in an organization do not change easily, and they give up their existing ways only grudgingly. As a result, a comprehensive plan is needed that addresses the skills, motivations, incentives, vision, and perceived leadership of the individuals.
Process is often confused with organizational structure. We have often heard companies say, "I don't get it. We put a new structure in place, yet nothing has changed. The structure doesn't work." Changing process is about creating a new way of working. Each outcome must be reviewed, and a workflow that creates the outcome must be built.
Technology is often mistaken for the work process. In fact, it can enable process. We've often heard, "This tool stinks. We are no better off than we were before we installed it!" A closer look shows, in almost all cases, that the tool works just fine, but the process is broken and people are not working in a manner that can create an acceptable outcome.
RESULTS-ORIENTED APPROACH BRINGS SUCCESS
Organization and technological change is complex and it will always be complex. However, don't panic thinking about the magnitude of change. Keep in mind that all change is incremental. Planning for the ripple effect as change moves through the system will position your support and services group to guide its customers through the phases with minimal stress.
For example, one large international company faced the challenge of bringing multiple networks and locations together under one service and support operation. The goal was to create a world class operations environment. The company considered several options, including outsourcing, before deciding to restructure its internal operation.
Over the course of two years, virtually all aspects of the infrastructure operations environment changed. This included Asset Management, Change Management, Automated Event Management, Network and Computing Operations, Request Fulfillment, and Help Desk. The changes were dramatic and incremental by not being able to change all elements simultaneously, the company planned for disruptions associated with impending change.
The timeline for implementation was developed, identifying mission-critical targets; and detailed project plans were agreed upon prior to that implementation. Members of the interdisciplinary teams had specific tasks to accomplish, both in tandem and sequentially.
Following the development of an architectural framework in conjunction with Synet, phase one of implementation was to establish the Response Line Center (RLC) as a single point of contact and establish a process for feeding information to the Continuous Process Improvement Center (CPIC). Running in tandem was the telephony conversion to a PBX and ACD, implementation of a new Event Management System, and implementation of a new monitoring and automation framework. Finally came the development of the Problem Resolution Center (PRC) and the Customer Fulfillment Center (CFC).
At the Help Desk, the immediate focus on establishing the single point of contact and improving the communication resulted in a noticeable drop in the abandoned call rate and the start of increasing credibility with customers. The Service and Support Center moved toward this aggressive goal by increasing answering speed to 25 seconds from over one minute and by establishing a first call resolution rate of 45-55%, a doubling of the current rate. Abandoned call rates now are at two percent, speed of answer averages 20 seconds, and first-call resolution stands at over 70%.
TAKING A BROADER VIEW OF SYSTEMS MANAGEMENT
Using an architectural approach allows the project team to address issues in the broader context of the entire enterprise system. This approach also enables the team to identify and map in a logical manner the myriad tasks that need to be accomplished and to prepare, at the same time, for the impact of change on the areas to be changed. Beginning with the "big picture" view, it is possible to:
* Build a structure that supports the incredible investment the organization has made in technology.
* Ensure that the technology functions as designed.
* Provide customers (both internal and external) access to this multibillion dollar investment through various desktop tools in a fairly straightforward manner in line with the basic financial control processes of the organization.
* Put a process in place to fix the technology when it doesn't work and do it quickly, effectively, efficiently, and with appropriate respect for the customer.
* Better control and manage costs.
Focus and commitment to fundamental change take hard work. Organizations which have made such a commitment are enjoying the benefits of more satisfied customers, a more efficient operation, and more effective use of technology.
