IT In The Park 2016

#ITinthePARK #IT500Panel
Best Practice
& Processes

Ivor Macfarlane
MacfPartners
&
Ian Stevens
Short & Grey

Marginal gains
or
mony a mickle maks a muckle
Ivor Macfarlane

Slithery helmets and suchlike
• Reducing resistance
• Not just technology
• Doing the right things
• NOT doing the wrong things
• Fixed wheel or freewheel
• Wasted efforts – bikes & ITSM

worry
about
Gap to
Processes
Supporting our services
This also needs attention
Service – getting you somewhere 
want have
Process improvement ≠ service improvement

Finding things to do – and not to do
• Potentially useful techniques scattered across the
ITIL Landscape
–Vital Business Function
–Patterns of Business Activity
–Critical Business Period
–Duke of York factor
• Save strength and resources
for when you have to pedal uphill
–Energy of course
–Favours and understanding too

Measure wisely
• Try to resist
–Spurious accuracy
–Over sampling
–Repetition beyond reinforcement
• Put in the work to do less in the
long term – finding the easy ones
that deliver
• And – of course – measure the right
things

And everything changes …

Is it time for a
change to
Change
Management?
IAN STEVENS ITIL EXPERT, MBCS

My Opinion
 Too many organisations I see are doing everything the
ITIL Service Transition volume says they can.
 Change Management really shouldn’t be as
complicated as people make it. And it should work for
whoever needs to use it.
 Whilst CAB has it’s place it shouldn’t be the ONLY place
for discussing changes and authorising them.
 If your Change Management Process hasn’t been
changed during it’s lifetime then I highly suspect it is
wrong for your organisation NOW.

What are the top five issues
that are seen in Change
Management?

1. Too many changes to keep track of.
2. People who ignore the change
process.
3. Changes that go wrong.
4. Lots of Emergency Changes.
5. Nobody comes to CAB.

Nobody comes to CAB?
 Too many irrelevant changes?
 Too much discussion?
 Changes they are not interested in?
 Why is CAB weekly?
 Why is CAB needed anyway?
 vCAB?
 Increase frequency/decrease length/improve focus
 Invite suggestions for improvement at EVERY CAB.

Lots of Emergency Changes?
Your change processes are not
embedded?
Your Change Manager is weak?
Criteria for eChange is easy?
Immature ITSM culture?

Changes that go wrong?
Do you track Changes that go
wrong?
What do you do about them?
Shouldn’t you be learning from them?

People who ignore the change
process?
Change process too complicated.
People not trained on what to do.
Resistance to change.

Too many changes to keep track
of?
 Are your ‘rules’ too strict?
 Are you making the effort to move
Standard Changes into Service Requests?
 Are you reviewing all Changes at EVERY
CAB?
 Is your Change Manager actually
managing?

So what can we do?
Keep it simple, stupid.
Communicate the change process
clearly to ALL levels.
Continuously Improve your process
BE STRONG!

Jo Harley
Swansea City Council

Swift Swansea Switch
Remedy Replaced and assyst
implemented throughout the council in
only 106 days
Jo Harley
Information and Strategy Manager

Background to the City and
County of Swansea
• Serves an area of 378 sq km and a population of more than 240,000
• Second largest unitary authority in Wales
• Employs more than 11,000 staff
• Supports 98 schools
• The ICT service has over 100 staff supporting both the schools and
corporate environment

Consolidation of Service Desks and
Internal Processes
• assyst has been used to manage IT service for
schools since June 2004
• All other corporate departments were covered by an
outsource contract and used Remedy
• That outsource contract terminated on 31st
December 2015 with transition to a new service desk
required by the end of October 2015

Project Requirements
• Initial scoping: February 2015 when it was suggested the
council upgrade the existing system and expand the
licence base
• It quickly became apparent a larger project was required
– Internal processes were different between schools
and the other departments
– Requirement to provide self-service facilities in line
with the Digital Strategy

Project Overview
• Two service desks into one in 106 days:
– Complete reimplementation to the latest version of the
software (SP2 to SP6)
– Introduction of password reset functionality
– Introduction of Self Service Portal
– Moved the council from Windows to Web
– CSGs to keep school and corporate data separate
– Change Management for corporate - different from how
the schools were doing it

106 days from scoping to go live
Workshops
and design
Training and
Project Build
Initiation and
Scoping
Train the Trainer and
transition from
development to live

Transition from Development to Live
• CCS and Axios had 1 week from 24th
September to make the smooth transition
from development to live
• Data was transferred from the old system
• Problem-free go-live day on 1st October

The 1st 30 Days
• By the end of October 2015:
– Transition away from Remedy complete
– Self service rolled out to all staff
– Training provided by the in-house team
– Communication to staff regarding the new features and promotion of
what they could now deliver themselves which facilitated business buy-
in and uptake.

Results Timeline
First 90 Days (Dec 2016)
• 9.4% incidents logged on self service
portal
• 75% changes logged on self service
portal
• 4.43 out of 5 for customer sat
March 2016
• 24% incidents logged on self service
portal incl. password reset
portal
September 2016
• 33.5% incidents logged on self service
portal incl. password reset
portal

The Benefits
1. Project deadlines were all achieved
2. There was minimal disruption to all users
3. System is more performant
4. Functionality is greater
5. Axios Consultants were excellent

Lessons Learned
• More knowledge transfer from previous desk and
process documents to review new processes and
identify ones
• Password reset – on site rather than remote support
• Longer implementation so we could have fully
captured the on and off system processes and put
more detailed work flow in place prior to go live

Service Desk Improvements Post
Project Implementation
• ICT Team Leaders and users engaged for suggestions
• Phase 2 implementation from original scoping
• Improved reporting for ICT teams and users
• Improved Knowledge Database for Service Desk Team

Future Plans – Aligned to Digital
Strategy and CCS Transformation
• Continuous Service Desk Improvement
• CMDB – service passports
• Enterprise Service Management (ESM) –
wider rollout to non-IT areas of the
business

Questions?
Thank you for attending today
/company/axios-
systems
/axios.assyst
/axiossystems
Blog.axiossystems.com
@Axios_Systems

Sanjeev NC &
Alex Gordon
Freshservice

Simple steps towards a better Service Desk
experience

ITSM tools are hard to configure and even harder to use

Everything is an experience...even using software

“It’s not about giving your users a good
experience, it’s just making sure they don’t
have a badone”
- Me, right now

Today’s not the day we think

End user Agent
Let’s look at our key stakeholders...

If the printer’s not
been working for 3
days, why didn’tyou
raise a ticket?
What’s a ticket?
Hello, end user!

4 aspects of an end user journey
Navigation Access Information Communication

And once I got on the train….

How did they make me feel so
comfortable?

When I broke itdown...
When I had a choice, I had information too.
Information = understandable, minimal, necessary&relevant

What if we apply this in our Service desk?

What can welearn?
Whenever the end user has to make a choice in your self service
portal, check if they have enough information to make that
choice.
If they don’t, give them the information.

When in doubt, pick up the phone
Few seconds later...

What can welearn?
Make sure the Self service portal is within their reach.
Few suggestions:
● On their desktopscreens
● On a website they’re already logged into (eg. Intranet)
● On their mobilephones

Information...or in our language,KBase

How do I restart my laptop?
1. On the bottom right of your screen, press the (-) Icon
2. Find the Settings icon on the right side of your screen
3. Click on the power button
4. Click “Restart” to restart your computer

What can welearn?
Always talk the end user language.
Use visual means of communications wherever possible (Screensho
Flowcharts)

Once upon a time, I wrote to support...

Look at all these emails I’m not gonna read!

Dear customer,
We appreciate-
Where ismy
solution?

What can welearn?
Every communication to the customer should:
a) Take them one step closer to the solution
b) Give them newinformation/update

Not giving them a bad experience has its benefits...

2 aspects of anAgent journey
Context Clicks

Let’s say I’m a bartender...

Requester
information
CRM Tool
Asset info
Similar tickets
And whoknows what else they need...

All the information needed...in a single view

What can welearn?
Get all the information they might need into a single screen
Be careful to notoverload!

In an awesome world… 1 click!

If this action happens 10 times a day...
Wecan approximately remove...
70 clicks a day = time to send 1 email
350 clicks a week = time to draft 1 knowledge base article
1400 clicks a month = time to implement 1 new idea!
16800 a year = a vacation maybe?

What can welearn?
Identify repeated actions in your Service Desk.
Bring down the number of clicks.

So what did we talk about?
End users:
Navigation - When the user has to make a choice, give them info
Access - Make sure that the service desk is within their reach
Information - Talk to them in their language, not IT-English
Communication - With each email/phone/text, take them one step closer to the
solution. If not, give them new information.
Agents:
Context - Get everything required into a single screen
Clicks - Identify repeated actions, reduce the number of clicks

Oh, interesting. What was the point of this?

End user Agent
You can get them from this...

Ian MacDonald
Edenfield Consulting

Ian MacDonald FBCS, CITP, FSM
Independent Consultant
October 2016
Where's the ‘Value’ in
CSI if your customers
don’t recognise it?
Edenfield IT Consulting Limited

Session Objectives
What you should get out of this session:-
▀ The commercial importance of ‘demonstrating
value’ from IT service provision
▀ Gain an understanding of what is meant by ‘value’
and its different forms
▀ Awareness of some of the challenges faced by
the IT Service Provider in demonstrating value
▀ Recognise the need to influence customer
perception of the value being provided
▀ How CSI and a marginal gains approach can
demonstrate value and positively influence
customer perception of the IT Service provider

Speaker Profile
IT Experience
Industry Bodies
Conference
Speaker
Author & Awards
ITIL
Availability
Management

Dinner Party Conversation
Starter
V
“More people have read my ITIL and IT Best Practice
content than have read 50 Shades of Grey!”
NOT TRUE!!!!!!!!!!
……But hey we can all brag a
little!
Speaker Profile

Good…..who says so?
In the competitive marketplace and commercial world in
which we operate, the IT organisation can no longer get
away with simply believing that it is ‘good at what it does’.
Thinking you are ‘good’ is now no longer ‘good enough’!
Your Business Customers need to believe that they
are getting ‘Value’ from their spend on IT
If your Business Customers don’t feel they are getting
‘Value for Money’ then you are a COST
Value - A Commercial Perspective

Demonstrating ‘Value’ can be a challenge for the IT
Service Provider

Value ?
We need to demonstrate ‘Value’ to our customers
To do this we need to understand the concepts of ‘Value’
Value
Creation
Value For
Money
Value Add

Value Creation
Definition of an IT Service
A service is a means of delivering value to customers by facilitating outcomes
customers want to achieve without the ownership of specific costs and risks
Value Creation – See ITIL Service Strategy
► Value is only created when business
outcomes are achieved
► Value must be affordable
► Value is defined by the customer
► Value is strongly influenced by how well
customer expectations have been met

Issues – Demonstrating the value of IT services
Good Service is ‘Normalised’
Customer expectations change over
time
Increasing expectation of additional
value
Meeting SLA targets consistently
may now no longer be enough!
IT centric measures

Value for Money
Definition
Value for money (VFM) is a term used to assess whether or not the customer has obtained the
maximum benefit from the IT services provided for the costs incurred to acquire them.
►The IT Services provided by IT fully
underpin and support the desired business
outcomes
►IT costs are considered competitive and
fair
►Customer expectations are met or better
still exceeded.

Issues – Demonstrating ‘Value for Money’
IT Costs often a ‘Mystery’
Customers typically don’t
understand ‘below the line’ IT
Costs
Not always easy to assess if their
IT costs are competitive
Value of ‘below the line’ IT
Capability not recognised

Value Add
Definition
Value Added refers to “extra” feature(s) of an item of interest (e.g. IT Services) that go beyond the
standard expectations and provide something "more".
► ‘Value add’ provides something ‘extra’ that the customer wasn’t
expecting
► The greater the ‘value add’ provided to the customer, the
stronger their perception of value will be influenced
► Good IT service providers will encourage their people to
improve and optimise their services as a demonstrable example
of the ‘Value Add’.
► CSI provides the mechanism to demonstrate Value Add to
your customers

Issues – Demonstrating ‘Value Add’
Lack of a Service Culture
Improvements measured from the
Technology perspective
Lack of understanding on how the
technology supports the business
Missed Opportunities to demonstrate
the IT capability of the IT organisation
and its people
Reluctance of IT staff to ‘promote’
achievements and ‘fly the flag’

Key Learning – ‘Value’
An interesting concept:-
• Is difficult to measure
• Is often based on ‘feelings’ or ‘Judgements’
• Is determined by the Customer (expectations)
• Is strongly influenced by Perception
The ITSM Strategy needs to:-
• Understand customer expectations
• Focus on adding value
• Measure and report in Business/Customer terms
• Positively influence customer ‘Perceptions’
(Ongoing)

Service Management Strategy must demonstrate
‘Value’
Demonstrate ‘value’ from RUN
The Raison D’etre for IT Service
Management

ITSM Strategy – ITIL Guidance
The 4 P’s
People Product
Process Partners
Perception
The 4 P’s – Base Strategy on 5 P’s

Good News
Target Stakeholders
Service Cost Quality
Value
Creation
Channels
Content
Value
For
Money
Demonstrate Value
Value
Add
Who
How
What
Why
Managing Perception – Needs a Communications
Strategy
Triggers
Good News

‘No news is …….No news’

DEFINITION
“A set of specialised organisational
capabilities for providing value to customers in the form of services”
The ‘Value’ of IT Service Management?
The Insight, Knowledge & Skills of
your People
Processes (and Tools) Ways of Working

‘Changing ‘Ways of Working’ – CSI
►Focus CSI on delivering additional value to the
customer
►Exploit the insight, knowledge and skills of your
people
►Identify and drive opportunities to improve the
overall quality and costs of the IT Services
provided.
►Influence Customer perceptions of ‘value
creation’ – Providing more then just meeting
SLA
►Influence Customer perceptions of value for
money – Provide ‘no cost’ improvements that
were not expected
►Influence customer perceptions of the IT Service
Provider – Differentiate yourself from
potential competitors

Planned Service Improvement
Enhanced Service Improvement
Differing Perspectives of CSI
IT Proactive Perspective Customer Value Perspective

Aggregation of Marginal Gains
 A concept used by Dave Brailsford (Performance
Director for ‘Team Sky’ – GB Cycling team)
 Simple premise – If you improve every area related to
cycling by just 1%, then those small gains would add up
to significant improvement
 Strategy to drive a 1% improvement in everything you
do.
Aggregation of Marginal Gains (Concepts)

KEY MESSAGE
“Improving by just 1% may not be notable or even noticeable – but can be just as meaningful in the
long run”
Source: James Clear Entrepreneur and Behaviour Science Expert
Typically CSI is viewed as an improvement that is
only meaningful if it delivers a step change benefitBLOCKER
ENABLER
Simple principle – Break things down into smaller
parts - improve each by 1%, you will get a
significant increase when you put them all together.
 Online Performance
 Batch Performance
 Restart Times
 Recovery Times
 Process Improvements
 SLA Improvements
 Cost Reductions
CSI
Candidates
for Marginal
Gains
Aggregation of Marginal Gains (Candidates)
CSI
Improvement
Measured and
reported in
Business
terms

Assessment Is performed using a structured questionnaire. Once
completed the responses are assessed against a recognised
industry maturity model or standard to provide a score or rating.
Benchmarking
Certification
Assessment
Certification verifies the organisations compliance to a
recognised standard and includes a formal audit by an
independent and accredited body.
Benchmarking is the process of measuring the quality, time and
cost of organisational activities and comparing these results
against best practices and/or peer group organisations.
A Strategic Approach

• SLA trends
• Uptime
• Downtime
• Frequency
• Responses
• Process
measures
• Process KPIs
• Observation
• Customer
Surveys
• Staff Surveys
A Tactical Approach
Talk to your Customers
Talk to your Service Managers

Case Study Highlights – (12 months)
Cost Reduction SLA Improvements
Improved Batch Quality
Improved Web Performance Process Improvements Exemplar Customer & People Satisfaction Results
A Service Operations Function (80 Staff) – 140 completed CSI initiatives as part of their ‘BAU’

Where's the ‘value’ in CSI if your
customers don’t recognise it?Avoid IT centric measures
CSI improvements are measured and reported in Business/Customer
terms
Focus on Value
CSI improvements that make a difference to the service provided
(Service, Cost, Quality)
Focus on Customer Outcomes
CSI improvements that deliver a tangible benefit to the customer
Target Specific Stakeholders
Personalise communications so they are relevant and meaningful to
recipients
CSI Register

Summary
Your Business Customers need to believe that they are getting ‘Value’ from their spend on IT
IT service providers who recognize the importance of positively influencing customer perception of
value and value for money are more likely to achieve high levels of customer satisfaction, instill
over time customer loyalty and retain their customers’ business.

Email: IKMACDONALD@BTINTERNET.COM
Mobile: 07809511458
LinkedIn: www.linkedin.com/in/iankeithmacdonald
Further Information
(Edenfield IT Consulting Limited)
Book: ITIL Service Strategy
Author: Axelos
ISBN: 978 0 113 331 044
Book: ITIL Practitioner Guidance
Author: Axelos
ISBN: 978 011 331 487 4
Whitepaper: Where's the value in value of your customers don’t recognise it?
Author: Ian MacDonald
ITSMF UK: Members area - or Whitepaper available on request
Speaker Contact

Tim Ingham
UoL
&
Simon Kent
Sollertis

Convergence
The Story of
Strategic BRM and IT
Operations at the
University of Lincoln

Undergraduate Students – 11,043
Postgraduate Students – 1,840
Total Number of Students – 12,883
Academic Staff – 718
Support Staff – 764
Total Number of Staff – 1,482

Technical Services – 41
Information Services - 18
Project Management Office – 14

Chapter
One
How, Why and
Blue Skies

Chapter
Two
Thank you
Birmingham

“I recall literally running to my IT Director’s
office after the first demo to rave about what
the combination of Sollertis Convergence and
Cherwell could do for us in IT and our
relationships with the University.”

Chapter
Three
Convergence
Countdown

Immediately linked to our new strategy

Immediately linked to our new strategy
732 Business Processes
232 Business Partners

Engagements
Enhanced Complaints process

Engagements
Enhanced Complaints process
360° Conversations with the business

Fully structured and reported BRMs
Business KPIs
Demand Management
Linking Business Processes to tickets

Business KPIs
Demand Management
Business KPIs

Can we record conversations held outside of
traditional sources?
Can we link BRM and operational activities?
Can we evidence why are we here?

Customers,
Partners &
People

Vawns Murphy
ITSM Tools

© Copyright ITSM.tools. All rights reserved.168
SELF SERVICE; GOING FROM GOOD TO
AWESOME!
Vawns Murphy
vawns@itsm.tools
October 2016

VAWNS MURPHY - INTRODUCTION
 Worked in ITSM for almost 15 years
 Regular speaker at industry events
 Worked in all sorts of organisations, large and small
 When not being pelted with brightly coloured balls in the name of ITIL, is an
analyst with ITSM.Tools
 Finds her job quite fun

COVERAGE
 Scene-setting
 The drivers for, and benefits of, self-service
 What a self-service capability can include
 How to assess an organization’s preparedness for self-service
 Self-service success levels
 Common barriers to self-service success
 How to increase the chances of self-service success
 Key takeaways
 Q&A

THE SELF-SERVICE CONCEPT IS
NOTHING NEW

SELF-SERVICE CONTINUES TO BE
THE “NEW BLACK” FOR ITSM

THE HOLE WE HAVE DUG FOR OURSELVES
 Who do you support?
 When do you provide support?
 How do you provide support?
 What do you support?

IF WE DON’T SORT IT OUT

SELF-SERVICE IN 2014
 35% of organizations using self-service technology, with no plans to replace
or update it
 24% using self-service technology, but planning to replace or update it
 23% planning to add it
Source: HDI “2014 Support Center Practices & Salary” report

SELF-SERVICE BENEFITS
 Cost savings
 Improved availability and efficiency
 Increased engagement & staff retention
 Easing service desk workloads
 Better prioritization of issues and requests
 Easier to find the right information at the right time
 Delivering an improved customer experience

THE TOP BENEFITS OF SELF-SERVICE
1. Improved customers satisfaction/user experience
2. More efficient support
3. Improved perception of IT
4. Better documentation
5. Better reporting
6. Increased end user productivity
Source: HDI Research Brief “Technology for Empowering End Users” (2015)

SELF-SERVICE & ITIL
ITIL V 3 is made up of 5 key volumes:
 Service Strategy
 Service Design
 Service Transition
 Service Operation
 Continual Service Improvement
Self Service applies across the entire life cycle!

VIEW SELF-SERVICE AS A
CAPABILITY NOT A TECHNOLOGY

COMMON SELF-SERVICE CAPABILITIES
 Self-help via access to FAQs and other helpful information
 The ability to quickly log issues and requests for resolution by IT personnel
 Status checking
 Broadcast alerts and individual notifications
 A password reset capability
 Knowledge bases & wikis

AND THERE’S MORE
 Chat
 Collaboration with other end users
 Access to IT-asset information
 Downloads
 Links to handy external sites
 Automated delivery

BUT IS YOUR ORGANIZATION
READY FOR SELF-SERVICE?

LEVEL ZERO SOLVABLE
 A common mistake is launching a knowledge base before it’s truly fit for
purpose
 LZS is a measure – the percentage of incidents that could have been resolved
by the end user via self-help
 LZS can be used to gauge the chances of self-service success by predicting
the level of end user success with the knowledge base
 But just because there’s an available knowledge article, it doesn’t mean that
the issue can be flagged as LZS

LZS PRE- AND POST-SELF-SERVICE LAUNCH

SELF-SERVICE SUCCESS IS OUT
THERE IF YOU WORK FOR IT

PASSWORD RESETS
Password reset is the most successful self-service capability – with
25% of organizations reporting “great success”
Source: HDI “Technology for Empowering End Users” (August
2015)

INDUSTRY STATS
Circa 50% of respondents rate their self-service “online form” capability (for
submitting incidents and request) as at least “somewhat successful”
With circa 15% rating it as unsuccessful.
Source: HDI “Technology for Empowering End Users” (August 2015)

HOW TO MAKE IT WORK
Only 10% of organizations report “great success” with knowledge bases and 30%
report that they have been unsuccessful
So while 54% of organizations have implemented knowledge bases, one third of
these have been successful, one third have definitely been unsuccessful, and the
final third have had middling results
Source: HDI “Technology for Empowering End Users” (August 2015)

COMMON BARRIERS TO SELF-
SERVICE SUCCESS

OVERCOMING THE BARRIERS (1/2)
 Not learning from the mistakes of failed self-service initiatives
 The self-service initiative is treated as a technology, rather than a business,
project
 A lack of end user involvement
 The purpose, scope, and desired outcomes of self-service are misjudged
 Insufficient planning for day-to-day operations
 Not addressing people-change issues

OVERCOMING THE BARRIERS (2/2)
 Self-service is viewed solely as a cost-saving replacement for telephone
access
 Insufficient use of automation
 Launch “apathy”
 A one-off attempt to encourage adoption

TIPS FOR SELF-SERVICE SUCCESS
For after you have considered and addressed the ten barriers

TOP TIPS FOR SELF SERVICE SUCCESS (1/2)
 Investing in better knowledge management. Look at what you have already
and build on it.
 Offering choice – you know your organisation – so flex your approach to
make it work.
 Supporting mobile access to self-service capabilities
 Recognizing the difference between UI and UX
 Using fit-for-purpose technology

TOP TIPS FOR SELF SERVICE SUCCESS (2/2)
 Exploiting existing corporate automation capabilities
 Looking ahead to self-service opportunities outside of IT
 Starting with a friendly pilot group
 If you have a Service Catalogue make it actionable
 Incidents
 Project Requests
 Service Requests
 Standard Changes

KEY TAKEAWAYS
1. Self-service success is there to be had, but only if you really work for it
2. Understand that self-service is about offering new capabilities more than it is
implementing new technology …
3. … and that organisations need to assess their preparedness for self-service
4. There are many barriers to self-service success; so be prepared to research,
consider, address, and traverse them to increase the chances of success
5. Culture change – no more individual rock stars – we’re all rock stars!!

WHAT TO AIM FOR? BEYONCÉ LEVELS OF EMPOWERMENT!

IF ALL ELSE FAILS? JUST AVOID THIS!

END - THANK YOU!

Narain
Muralidharan
Freshservice

OF ALL SERVICE DESK CONTACT VOLUME, AS MUCH AS 40 PERCENT COULD BE SOLVED
THROUGH IT SELF SERVICE, BUT ONLY 5 PERCENT OF ISSUES ACTUALLY ARE SOLVED
BY IT SELF SERVICE.

WHY ARE THERE NO TAKERS FOR SELF SERVICE?

DRIVE SELF-SERVICE ADOPTION
THINK LIKE A GROWTH HACKER
NARAIN MURALIDHARAN
FRESHDESK INC.
@msnarain
@freshserviceapp

THINK OF THE SELF-SERVICE PORTAL AS A
PRODUCT

PRODUCT
CHALLENGES
PRODUCT MARKET FIT
ADOPTION
ENGAGEMENT
SELF-SERVICE
CHALLENGES
VALIDATION
PORTAL USAGE
RECURRING USERS

GROWTH
HACKING
ACQUISITION
ACTIVATION
RETENTION
REFERRAL
REVENUE

GROWTH HACKING in the service desk
Is the user aware of the self-service portal?
Has the user used the portal at least once?
Is the user coming back to the portal?
Is the user recommending the portal to
colleagues?
NPS
ACQUISITION
ACTIVATION
RETENTION
REFERRAL
REVENUE

ACCESSIBLE ANYWHERE AND
EVERYWHERE
Does your tech match end-
user's consumer-esque
expectations?

LAUNCH
Word of mouth
Internal newsletter
Intranet
Posters
Contests
Early adopters’ testimonials

Acquire users? Grow engagement? Refer colleagues?
WHAT’S YOUR GOAL?

MEASURE
Which pages do your employees visit the most?
What is the most-searched keyword in the KB?
What is the most-searched for asset in the service request catalog?
What is the user journey like?
How do people access the self-service portal?

CASE
STUDY Geo: UK
Industry: Advertising
No. of employees: 2000+

CASE
STUDY
PROBLEM
The IT team was understaffed and overloaded, working long hours with
little opportunity to perform more strategic work.

SOLUTION INITIALLY PROPOSED
Increase the team size by hiring
THE FRESHSERVICE SOLUTION
Growth hack self service
CASE
STUDY

CASE
STUDY
A WELL-DESIGNED
SELF-SERVICE
PORTAL

CASE
STUDY
KNOWLEDGEBASE
AT THE RIGHT PLACE
AT THE RIGHT TIME

CASE
STUDY
ACCESS IN
EVERYBODY’S
PALMS

CASE
STUDY
Advertise quicker solution
Advertise longer wait times for tickets raised
INCENTIVISE USERS
TO USE SELF
SERVICE

TIPS
Beta test
Roll out in phases
Design for your grandma
Content is king
Keep it simple
Continuously iterate

THINK LIKE A DIGITAL MARKETER
User experience
Speak your users’ language
Know the right metrics
Get the right tools

Who are we?
Freshdesk Inc. is the leading provider of cloud-based customer engagement software.
Our mission:
To provide software for businesses of all sizes and make it refreshingly easy for them to
engage with customers.
Our products:
Locations:
San Francisco, Chennai, London, Sydney, Berlin
About Freshdesk

@freshserviceapp
@msnarain
Questions?
msnarain@freshdesk.com

Steve Morgan
Syniad IT Solutions

235
How to build your SIAM
programme and deliver a
successful outcome
Steve Morgan, Director, Syniad IT

236
Welcome
Join in on Twitter
@SteveBMorgan
Quick resumé
SIAM experience
ITSMF UK SIAM SIG
Objectives for today?

237
Introduction
• Multi-sourcing is becoming the industry norm, and this introduces a new challenge in terms of how a complex vendor eco-system
will be managed
• Service Integration & Management is the co-ordination of people, processes, and tools/technology across multiple Service
Providers, be they internal or external, to manage the delivery of end-to-end service to the customer.
• So it’s just IT Service Management for multi vendors?
Not quite….
• SIAM encompasses IT Service Management activities, as well as
- Business relationship management
- Project delivery
- Vendor / commercial management
- IT governance
- Financial management

238
What is SIAM?
This diagram depicts:
- IT serving multiple business units
- IT procuring its capability from multiple towers
- The need for a consolidation layer
- Service Desk to manage user support
- The need for a retained or sourced SIAM function
to integrate tower services into business services
- The need for consolidation of outputs from each
tower to form service focussed output (e.g.
Capacity Mgt, Reporting)

239
» More effective Change Control and long term planning
» Assures integrity of service and technical dependencies, reducing incidents
» Improved flexibility through the ability to add or reduce managed Providers
» Standardised and industrialised processes based on best practice
» Drives reduction in Incidents and Problems e.g. Problem management across
landscape
» Less ambiguity / ‘grey areas’, opportunities for things to fall down a hole
» Provides definitive set of Management Information – ‘One Truth’
» Drives the elimination of inefficiency e.g. activity duplication
» Standardisation and industrialisation of processes (inc. automation) across providers
» More reliable service with less incidents, major incidents, and problems
» Supports Single point of responsibility / accountability
» Provides Clear End-to-end ownership of the service
» Establishes Single point of contact for your lines of business
» Manage service catalogues which are business, not technology aligned
Why is Service Integration important?
Service Integration is the key to maximising the value of a multi-sourced IT Operating model.
Increased Accountability
To End-User
Enhanced Service Quality
Reduced Cost
Reduced Risk

240
1.SI is IT Org
IT Org
Infrastructure
+ EUS Service
Provider
Applications
Service
Provider
Telecoms
Service
Provider
Int. Service Integrator
2. SI is a Supplier
Service
IntegratorIT Org
Infrastructure
+ EUS Service
Provider
Applications
Service
Provider
Telecoms
Service
Provider
Service
Integrator
IT Org
Infrastructure
+ EUS Service
Provider
Applications
Service
Provider
Telecoms
Service
Provider
4. SI is Lead Tower Supplier3. Hybrid - SI is IT Org plus a Supplier
IT Org
Int. SI
Service
Integrator
Infrastructure
+ EUS Service
Provider
Applications
Service
Provider
Telecoms
Service
Provider
SIAM Models
• Model 1 – Retained SIAM function
• Model 2 – SIAM is sourced independently of the Service Towers
• Model 3 – SIAM is delivered jointly by the retained organisation and a sourced SIAM partner
• Model 4 – SIAM is delivered by a Tower Supplier as lead supplier
• Each model has their own benefits and disadvantages. There is no “best” option….

241
Define the SIAM scope
• Use ITIL & COBIT as a reference
point to build a process /
controls based operating model
• This can be extended by
adopting a “sliding scale”
approach to indicate what is
done by retained organisation
versus SIAM and other service
providers
Source: ISACA implementation of Service Integration in a Multi-provider Environment Using COBIT 5

242
SIAM – The Big Questions you need to be asking…
• What are the key issues that we are trying to resolve by adopting a SIAM based approach?
• Are we looking to achieve transformational change in IT?
• What are we comfortable outsourcing and what needs to be retained?
• Do we accept that our IT operating model may need to change?
• What will our process models look like in terms of roles and responsibilities?
• Who will own and operate the ITSM tools?
• Will we operate SIAM in-house, or as one of our Service Towers?
• Are we already operating in a SIAM model, but we just don’t call it SIAM!?
In my experience, if we could do the following things with these questions, life would be so much simpler by..
• asking these at the start of the programme
• seeking answers
• gaining consensus from all stakeholders
• documenting the answers in a programme charter that forms the basis of the project initiation documentation

243
SIAM Programme Objectives and Structure
• The SIAM programme will be accountable for designing, building and implementing the new IT operating
model to support the multi vendor sourcing strategy
• The new Operating Model will typically encompass:
– A process workstream
– An organisational change workstream
– A communication / cultural change workstream
– A tooling workstream
– A governance workstream
• Ideally the SIAM operating model will be established prior to implementation of the multi-vendor strategy

244
SIAM Programme Success Factors
• Develop the Target Operating Model
• Align SIAM to the business strategy and direction
• Define a tooling strategy which extends beyond ITSM tools
• Design an end-to-end organisation structure
• Define the scope and responsibilities of SIAM, retained vs. outsourced and service towers
• Do not ignore the need for cultural / behavioural change
• Implement the SIAM operating model prior to implementing the sourcing strategy
• Your team should comprise the following skills
– IT(SM) Process design
– Tooling (selection, requirements gathering, contracting, implementation)
– Sourcing (commercial oversight, contract law)
– Cultural & Behavioural change

245
Thank You…
Contact Details
Steve Morgan
+44 (0) 20 3143 3492
E: Steve@SyniadITSolutions.co.uk
T: @SteveBMorgan

William Hooper
Oareborough
Consulting

Who Cares Whether Your SIAM Agreement
Works?
IT In the Park
25th October 2016
William Hooper, Oareborough Consulting
© Oareborough Consulting Ltd.

• Why engage multiple suppliers?
• Realising your business case
• The role of agreement
• Elements of a good agreement
• Agreement under SIAM
• Making the agreement work
• Close
What I hope to Cover Today
249

250
Why Engage Multiple Suppliers?
• Quality of alignment
• Cost
• Supplier risk

252
Cloud
Tooling
Automation
DevOps
Experience

Realising Your Business Case
253
• Clear
• Shared
• Coherent
• Achievable

The Role of Agreement
256
ImagecourtesyofSweetCrisis/FreeDigitalPhotos.net
Move Faster
Achieve More
Optimise Risk

Elements of a Good Agreement
258

• Multiple parties
• Incentives
• End-to-End Integration
• Short duration
• Standardisation
• Wish to Collaborate
Consistency!
Agreement under SIAM
259

Making the agreement work
260
• Contractual Change
• Operational Change and impact assessment
• Resource allocation
• Risk and Issue management
• Information management
• Standards setting, maintenance, adherence
• Policy, Process, Procedure, Organisation, environment
• Performance, Commercial, Financial management
• Supplier management
• Business relationship management
Rigour In Follow-Through
COBIT
Principles
1. Meeting
Stakeholder
Needs
2. Covering
the
Enterprise
End-to-end
3. Applying
a Single
Integrated
Framework
4. Enabling
a Holistic
Approach
5. Separate
Governance
from
M’gement

• Clarity of Purpose
• Consistency in Construction
• Rigour in Governance
The Keys to Success
261

262
Thank You!
Email: William.Hooper@Oareborough.com
Mobile: 07909 958274
© Oareborough Consulting Ltd.

Claire Agutter
ITSM Zone

Futureproof your ITSM
Claire Agutter

About Me
 15+ years in IT service management
 Roles include help desk, change management, project
management, service management implementation, consultancy
and training
 Lead tutor and director of ITSM Zone, director at Scopism Limited
 Interested in anything that helps IT work better
© Scopism Limited 2016

Sluggish Organisations
 Customers expect more, faster
 Processes evolve over time
 Errors lead to an increased desire for control
 Metrics become meaningless
 Vision is lost

Perceptions of IT
 Bureaucratic
 Likes to say “no”
 Old fashioned
 Process driven
But….
 How IT gets ‘done’
 Contractual requirements
 Millions of certified professionals

Yes Please
Enterprises want the
results, but not the risk
They need to understand
the journey

What Now???
“Oh good….a
new
management
initiative”

What should be on your radar
 Shift Left
 DevOps, Rugged DevOps, DevSecOps
 Agile
 Agile service management
 Lean

Shift Left - Dev
Shift left testing is an approach to software testing
and system testing in which testing is performed
earlier in the lifecycle (i.e., moved left on the project
timeline). It is the first half of the maxim "Test early
and often.”

Shift Left - Ops
Decreasing support costs and impact
Self Help
Service
Desk/Tier 1
2nd Line 3rd Line

DevOps

What is it?
“…rather than being a market per se, DevOps is a
philosophy, a cultural shift that merges operations with
development and demands a linked toolchain of
technologies to facilitate collaborative change” Gartner
“…a cultural and professional movement that stresses
communication, collaboration and integration between
software developers and IT operations professionals”
DevOps Institute

Perceptions: DevOps
 JFDI
 Tech driven
 Dangerous
But…..
 Exciting
 Attractive
 The future

CALMS
Culture Automation
Metrics Sharing
Lean

Individuals
and interactions
Processes
and tools
Working
software
Comprehensive
documentation
Customer
collaboration
Contract
negotiations
Responding
to change
Following a plan
While there is value in the items on the right,
we value the items on the left more
OVER

Scrum Pillars
Scrum
Transparency Inspection Adaptation

Agile Service Management

Agile ITSM
 Traditional ITSM rollout methods don’t
always work well
 Apply Agile principles to ITSM design
 Allow faster feedback
 Get better at process integration

Lean ITSM
 More value, less resources
 Processes focused on customer outcomes
 Minimise waste
 Sound familiar?

How do you get started?

Culture
 Leaders need to define outcomes
 >>behaviours
 Agree and measure
 Train
 Reinforce
 Improve
It might get worse before it gets better

Enterprise level adoption
 Scary for some large orgs
 Procurement and business case processes not built for agile ways of
working
 Teams not used to working autonomously
 Greater demands from end users
 Shadow IT

Process Exploration Days
 Hack days or Shipit days for processes
 Innovation isn’t just about products
 We can all be explorers
 Rotation days also work
 Communities of practice
 Lunch!

Rewarding People
 Use small rewards often, linked to specific
actions
 Give rewards at unexpected times
 Reward the behaviour, not just the results
 Reward peers, managers and subordinates
 Reward publicly

Find the Purpose
 Collect stories about the process – good, bad, indifferent
 Select examples of what you do/don’t want to happen in future
 Find items that represent stories
 Compare the process purpose with the organisational and procedural
level purposes
 Avoid the management jargon

Agile SM Start Points
 Limit WIP and focus teams
 Where does work come from?
 Autonomy and self-organising teams
 Flow
 Inspection

Agile ITSM: Support
 Helpdesk calls = feedback
 Problem management = improving daily work
 Incident management = opportunities for improvement
 Leverage automation (shift left)

Learn from history
 What have you done that’s worked?
 Have new ways of working always had a business case?
 Remember it’s not a best practice competition

Next Steps - Personal
 http://devops.com
 http://devopsinstitute.com/
 Events: DevOps Days
 Events: DevOps Enterprise Summit
 Books: Phoenix Project
 Books: Lean Start-up
 Training: DevOps Foundation, Certified Agile Service Manager

Takeaways to consider
 What can you learn from how you do ITSM now?
 Where does innovation live in your organisation?
 How do Dev and Ops interact?
 Is your service management agile?
 Are you doing management or creating value?

Any Questions?

Contact
 Claire@scopism.com
 Twitter: @ClaireAgutter
 LinkedIn: Claire Agutter
 (07867) 505661

Paul Wilkinson
Gaming Works

© GamingWorks
 The number 1
SUCCESS or
FAIL factor for
ITSM

© GamingWorks
Trends = Business dependency
IT Transformation CIO needs:
Leadership development
and staff training“….from Internal focus to outside-in, business
value focus”
 Business & IT productivity
 IT and Business alignment
 Business agility &
speed to market
 Business process
management & reengineering
 IT cost, reliability & efficiency
and security
Increasing impact
ITSM as a strategic capability
Growing importance,
& dependency
Poor ability to execute
CobIT
ISO
27..
20..
ITIL
Prince2
PMI
DevOps
ISO
38..
BiSL
KT
Togaf
Scrum Agile
BRM

© GamingWorks
Strategic
Assets
People
Our IT people
are becoming
Critical assets for
Business growth
and continuity
Trends = ITSM a Strategic capability
…you mean HE
is a Critical Asset?!!
Boy are we in
deep Doo Doo !...

© GamingWorks
 A (learning) Approach to MAXIMIZE RETURN ON VALUE
Agenda
 BEYOND TRADITIONAL training interventions
Create buy-in, overcome resistance, empower
People, translate theory into PRACTICE
 MEASURING IMPACT
 ……..using a Case…

© GamingWorks
Case: Customer X
Busy with ITIL Foundation training….(20 K invested)
…...bought a tool…(50 K invested) developed processes….
(10 K invested) …wasn’t working…..resistance…
no information….no control…..
…..wants VALUE and RESULTS
52% Fail
Due to resistance
70% Don’t
Get value from ITSM
Investment

© GamingWorks
 How can we see and
measure the impact
on V,O,C,R?
 Which problem do
we want to solve?
 What is your
learning objective?
 What is the desired
Behavior?
 What will we see
differently?
 Which Skills,
Knowledge &
competences do
people have/need
to do this?
 How do we
evaluate the
learning
experience?
 How can we
evaluate that the
knowledge or skills
have been learnt/
applied?
 Which new behavior
will we see at the
workplace, how can
we enable this &
measure?
An effective approach - maximize value
3%
‘Wish’ – (Behavior)
Objective/
problem
‘Wish’
Behavior
Competences
Test
prove
Business
results
Learning
process
Functioning
 Which learning
intervention or
exercise can help
achieve this? Intervention
‘Serious Game’

© GamingWorks
Knowledge:
Expertise and skills
acquired through
experience
or education;
the practical or
theoretical
understanding of
a subject.
Education
and
Theory
Where do we go WRONG?
A SERVICE
is a means of
delivering VALUE
to customers
by facilitating
OUTCOMES
customers want to
achieve without
the ownership of
specific
COSTS & RISKS.
ITIL Certification
Objective/
problem
‘Wish’
Behavior
Competences
Test
prove
Business
results
Learning
process
Functioning
Intervention
‘Serious Game’

© GamingWorks
Value
and
Outcomes
Intake & Transfer
It is through an
effective INTAKE
& TRANSFER of
learning into the
Working
environment
that VALUE
is created
and knowledge
translated
into RESULTS
Knowledge translated into Results
Objective/
problem
‘Wish’
Behavior
Competences
Test
prove
Business
results
Learning
process
Functioning
Intervention
‘Serious Game’
Translating theory
into practice
‘New behavior’
• Don’t get
the HOPED
• For VALUE
>70%

© GamingWorks
ABC Assessment
Help identify ‘Undesirable behavior’
& ‘Resistance’
To help scope the
Problem and identify
‘Undesirable behavior’
Customer X

© GamingWorks
Problem/Wish - New behavior/
Business results
 Dissatisfied Customers
 Poor availability
 Re-inventing the
wheel, wasting
money and time
 No control
 Staff frustration
 Customer focused
 All incidents recorded
 Support staff record & transfer
work-arounds
 Managers addressing
people on behavior
 We prioritize using Business
impact
 We continually improve
 We give direct feedback
 Improved Customer
satisfaction
 Improved availability
 Less wastage
 Improved motivation

© GamingWorks
Competences
Test
prove
Learning
processIntervention
‘Serious Game’
 ABC (Customer/Resistance)
 Apollo MT
 Define ‘Wish’ – agree Transfer
role of managers
 Apollo Employees –
define Wish, identify resistance
capture improvements
 Define measurements
 Leadership
Learning Intervention

© GamingWorks
User
Call center
1 st Level
support
2 nd Level
support
3 rd Level
support
Supplier
Flight Director
Business
Mission Director
Experiential Learning – Business simulation
Developing a Tool,
to enable the processes,
support decision making,
Manage the workload,
Transfer knowledge,
Solve issues.

© GamingWorks
 Managers focus on desirable behavior,
REWARD & CONFRONT
 Use daily contact moments:
- Coffee machine
- Meetings
- Waiting for elevator
 Give right example
 Present results, ask for suggestions
 Set priorities in line with SLA
 Develop own procedures, KPIs
– together. Apply CSI
 Confront each other on behavior
 Update the tool with accurate, useful
timely information to enable
resolution and control
 Go into business and observe use.
Present back to teams
What do we AGREE to do
Differently….how can we ENSURE this?
Transfer into the working environment

© GamingWorks
Behavior 1st 2 mnth
I know why we need to document and register all
relevant items.
6,5
I register all the items I need to document. 6.7
I regularly use information from the tool. 6,0
I observe other people recording useful information 5,4
I observe that others are using information to make
decisions and reporting
5,7
I see managers confronting undesirable behavior and
promoting new processes
5,8
Measure behavior - Progress
Measuring current
behavior & change
over time.

© GamingWorks
See! managers don’t really care
That’s not what we agreed!
It can get
WORSE
I don’t have the time….
I’ve got more important things to do…..
Rewards!?…..nonsense, they’re adults
I already told them what to do!.....

© GamingWorks
Measure behavior - Progress
Behavior 1st 2 mnth
I know why we need to document and register all
relevant items.
6,5
I register all the items I need to document. 6.7
I regularly use information from the tool. 6,0
I observe other people recording useful information 5,4
I observe that others are using information to make
decisions and reporting
5,7
I see managers confronting undesirable behavior and
promoting new processes
5,8
8,6
7,6
7,1
6,8
6,9
7,0

© GamingWorks
Behavior 1st 2 mnths
Our processes are designed based on customer focus
and Service Catalog.
6,1
Our new tool is effective and delivers added value. 5,7
We spend enough time carrying through on process
& performance improvement.
5,8
My work is more effective and efficient. 5,9
Other people always stick to agreements made 5,7
Other people regularly inform me about status of the
agreements we made.
5,6
7,2
7,2
7,1
7,5
7,0
7,0

© GamingWorks
Busiss
results
1. Improved Customer satisfaction
rating
2. Improved 1st call resolution and
availability of key focus systems
3. Improved staff satisfaction
1. 32% score 8+ on “My work is more
effective and efficient” (47% 7+)
2. 29% score 8+ on “Project X brings
results” (41% 7+)
3. 34% score 8+ on “Project X has
improved my work” (47% 7+)
I have better
control. Insight
& decision making
I am better able to
help and inform
customers
1st call resolution went up from
65% to 75%, representing 40000
additional calls resolved, saving
2 Million Kroner and the business
outcome? improved patient care
and patient safety.

© GamingWorks
 Use the 8-field model to identify desirable
and undesirable behavior that needs changing
 Do this together with the teams and managers
(Use ABC cards to help assess, discuss)
 Explore using ‘experiential’, learning by doing
(also coaching) to translate theory into practice
 Start measuring behavior and impact, review
with ALL teams then focus on next behavior

John Custy
JPC Group

How Innovation and Technology
are Changing Service Delivery
John Custy
JPC Group
jpcgroup@outlook.com
+1 617.851.6543

Agenda
What is Innovation?
Innovative companies
What is Service Delivery?
What technologies/frameworks are impacting us?
327
©2016 JPCGroup IT in the Park IT
Service Management Conference Edinburgh
October 25, 2016

Facilitator Introduction
 Service Management Practitioner, Consultant and Educator
 Ron Muns Lifetime Achievement Award
 IT Industry Legends
 ITIL Expert & ITIL Service Manager
 ITIL Intermediate – SS, SD, ST, SO, CSI, OSA, SOA, PPO, RCV
 DevOps Certified - Instructor
 KT Certified Instructor
 ITIL Accredited Trainer
 Knowledge Centered Services (KCS) Verified Consultant
 ISO/IEC 20000 Consultant
 ISFS, ISMAS based on ISO/IEC 27002
 HDI Faculty & Certified Instructor
John Custy
john.custy
ITSMNinja
johncusty
October 25, 2016

Innovation
The process of translating an idea or invention into goods/services
that creates value.
…replicate at an economic cost to satisfy a need
… greater or different value from resources…
NOT about cost cutting/reduction
ABOUT revenue and margin GROWTH
329
October 25, 2016

Three Types of Innovation
Evolutionary – incremental changes
 Easier and safer to take an already successful service and raise it up than to
develop a new one.
 Driven by the customer/business is more successful.
Imitators – creates more effective solutions
Revolutionary – disruptive, discontinuous innovator
330
October 25, 2016

Four Characteristics of Innovative Organizations
Emphasis on speed
 Quick adoption of new technologies
Well-run R&D processes
 Adoption of lean methodologies to R&D
Use of technological platform
 Digital, mobile, big data, and other technologies are used to support and
enable innovation across the organization
Systematic exploration of adjacent markets
 Leverage existing capabilities in lean, speed, and technology platforms to
enable innovations, whether next door or further afield
October 25, 2016
331

50 Most Innovative Companies
From Boston Consulting Group
 Apple (APPL)
 Google (GOOGL)
 Tesla (TSLA)
 Samsung
 Lenovo
Five in top ten, 75% in top 50 are non-Tech
 Fast Retailing (Japan)
 Marriott
 Disney
October 25, 2016
332
On the list 9/10 years
 Apple Google
 Microsoft Samsung
 Toyota BMW
 Amazon IBM
 Hewlett-Packard General
Electric
 Cisco Systems Nike
 Sony Intel
 Procter & Gamble Walmart
http://fortune.com/2015/12/02/50-most-innovative-companies/

Innovation 333
October 25, 2016

Innovation - Evolutionary
By Aconcagua (talk) - Own work, CC BY-SA 3.0, https://commons.wikimedia.org/w/index.php?curid=11483030
334
October 25, 2016

BMW Self-Balancing Motorcycle 335
October 25, 2016

Innovation 336
October 25, 2016
GRIT, Global Research Innovation and Technology

Innovation 337
October 25, 2016

Technologies
Mobile/5G
Cloud
IoT/Smart
Analytics & Big Data
AI/Machine learning
Social
338
October 25, 2016

What is Service Delivery
A service delivery framework (SDF)
is a set of principles, standards,
policies and constraints used to
guide the design, development,
deployment, operation and
retirement of services delivered by
a service provider with a view to
offering a consistent service
experience to a specific user
community in a specific
By HeyJay54 - Author, CC BY-SA 3.0,
https://en.wikipedia.org/w/index.php?curid=19340654
339
October 25, 2016

Methodologies t0 Facilitate Innovation
Agile
DevOps
Lean
Kanban
Agile Service Management
340
October 25, 2016

What counts …
The experience – don’t forget the user
 Not about outputs, but outcomes
 Total experience
Technology is a tool to help user achieve their goals
Did the user ‘ask’ for this, or was it forced on them?
Is the goal to have users use the solution or prefer the solution to
what was used previously?
 Who funded? Why?
 Are users inside or outside the loop?
341
October 25, 2016

Successful Organizations
Real business impact
 Are both the customer and service provider proud of the solution?
 Would the customer fund this?
Strategic partnership
Changing role of IT (see panel session later today)
Trust
Don’t forget the people and processes
Innovation is one of top three strategic goals
342
October 25, 2016

Questions?
October 25, 2016
343

October 25, 2016
344
https://www.bcgperspectives.com/content/articles/growth-lean-manufacturing-innovation-in-2015/

Daniel Baird
Grahams The Family Dairy

a cloud journey
october 2016
daniel baird
Group Head of IT

1939
The Dairy starts
Grandpa Robert milked 12
cows by hand.
The milk churns went by
pony & cart to Bridge of Allan
1940s
Dad arrives on the scene,
The dairy buys a bottling machine
filling 5 bottles at a time
Our first milk van arrives.
1967
A major milestone:
the purchase of a
pasteuriser & Graham’s
milk is sold a little
further afield

1988
The Jersey herd begins
with cows once owned by
the Queen
1990s
The business grows substantially from
being just doorstep to wholesale, and
delivering to shops, hotels & restaurants
1991
Robert Graham Jnr joins
the business from
University
1999
The first supermarket
contract is won and
the first artic lorry is bought

2006
Major rebrand
resulting in the launch of
the “Family Dairy” brand
2009
Graham’s Gold milk is the first
branded product into stores in
England
2009
Graham’s ice-cream
range is launched

2011
Graham’s spreadable butter is launched – the
first to be produced by a Scottish dairy
2011
The brand is refreshed

KWP 52 w/e 27th March 2016
51.1
0
10
20
30
40
50
60
A M J J A S O N D J F MM A M J J A S O N D J F MM A M J J A S O N D J F MM A M J J A S O N D J J F M
20162015201420132012
Penetration %
Over half of Scottish households buy the Grahams brand. After continued
growth, this has stabilized since the end of 2015.
Grahams in
Scotland

a long time ago in a dairy far away…
• Aging unreliable exchange servers with limited storage
• Unreliable tape backups
• Limited mobility
• Large XP estate
• Virus/Malware issues
• Remote site issues
• Costly IT support issues
• Blackberry handhelds

Graham’s Family Dairy in 2015…

step 1 – exchange online
• 2013 – Migrated to Exchange Online
• Easy Entry-Point into the cloud
• Enabled large mailbox storage
• Increased reliability and removed reliance on
servers and rural broadband
• Removed cost of server running and support
• Monthly costs the same as their previous anti-spam
• Enabled advanced features like Litigation Hold and
Online Archiving

step 2 – intune management
• Early 2014 – Deployed Intune to manage and secure PCs and Mobile
devices
• Removed cost of legacy Anti-Virus
• Enabled standard builds and software deployment
• Gave visibility of the hardware in the company
• Added management of iPADs and Android
• Reduced Virus and Malware infections

step 3 – xp to windows 7/8
• Early 2014 – Windows Intune enabled us to identify XP upgrade targets
• Removed all XP and Vista from the estate
• Dramatically improved performance, security and reliability
• Windows 8 on MS Surface and other touch devices

step 4 – windows mobile
• Spring 2014 – Upgraded old Blackberrys to Microsoft Lumia
• Removed reliance on Blackberry servers
• Reduced phone contract costs
• Enable full MS Office on devices
• Superior Email Client
• Intune Management
• Access to Modern Apps

step 5 – azure infrastructure
• Summer 2014 – Implemented Azure Infrastructure Services
• Azure Backup instead of tapes with System Centre DPM
• Azure Site Recovery for Disaster Recovery
• Azure based Active Directory servers for remote sites
• Removed cost and risk from on-premise backups
• Low monthly fee

step 6 – yammer
• Autumn 2014 – Implemented Yammer social networking
• Wished to have better internal communications
• Wished to engage the sales team and non PC users
• Huge success and has helped drive sales
• Part of Office 365
• Integration with Digital Signage

step 7 – azure databases
• Spring 2015 – Implemented new order management system in
Azure
• Reduced running and hosting costs
• High availability
• Using Azure AD (Office 365) as authentication
• Using Intune to manage delivery handhelds

step 8 – sharepoint & powerBI
• Spring 2015 – Rolled out Grahams “DairyPoint”
• Central portal for all reporting systems
• Using Natural Language Query in PowerBI for reporting
• Dashboarding company performance
• Document Management
• Corporate Intranet
• Yammer integration

step 9 – skype for business
• Summer 2015 – Rolled out Skype for Business
• Rapid communication and Video Conferencing between depots and staff
• Reduced phone bills
• Dial-In Sales meetings
• Townhall meetings
• Integration with PBX & Presence
• Dial-In Conferensing

step 10 – the future
• Planned projects for 2016/17:
• Implementation of Self Service Password reset lowering support costs
(Complete)
• Windows 10 rollout (Complete)
• Deployment of System Centre 2016 Management (In Progress)
• Server 2016
• Implementation of Multi-Factor authentication to increase security
• Customer Web App and Mobile App in Azure with Machine Learning
• Microsoft Azure IoT Stack

Step 10 – The Future - IoT
• IoT project – Cage tracking
• IoT project – Vehicle monitoring
• IoT project – CCTV
• IoT project – Vehicle CCTV
• IoT project – Temperature monitoring
• IoT project – Facilities – Door entry, Silo levels
• IoT project – Production monitoring
• IoT project – Connected Cow

december 2016 – kintore depot

Daniel Baird
db@gfd.co
https://www.linkedin.com
/in/robertdanielbaird

Allen Ensby
Vocalink

You Can’t Manage What you Can’t
See!
IT in the Park – 25th October 2016
Allen Ensby

AGENDA
1 Introduction
2 VocaLink: Who we are
3 VocaLink and Interlink History
4 VocaLink Monitoring Infrastructure Overview
5 Monitoring by Numbers
6 Service Visualisation – Interactive Dashboards
7 What’s Next?

WE ARE VOCALINK
• We are a global payments partner to banks, corporates and governments
• We design, build and operate world-class payment systems and
award-winning platforms
• We believe that sustainable economies are powered by easy access and
movement of money
• We make it easier for people around the world to make payments
confidently and securely
• We processed over 11 billion transactions with a value of £6 trillion in 2015

OUR SUCCESS IN NUMBERS
£1trillion
Value of Faster payments
transactions processed in 2015
£136billion
Amount of ATM cash
withdrawn for 2015
£4.6trillion
Value of Bacs payments
processed in 2015
Direct Debit
BACS transaction values (£bn)
0
500
1,000
1,500
2,000
2,500
3,000
3,500
2010
2011
2012
2013
2014
2015
Direct Credit /
Standing Orders
0
200
400
600
800
1,000
1,200
2010
2011
2012
2013
2014
2015
FPS transactions values (£bn)
110
115
120
125
130
135
2010
2011
2012
2013
2014
2015
LINK Scheme cash withdrawal values (£bn)
20.2million
Peak Daily Faster Payments
Transactions
15.42million
Peak daily ATM transactions
109.3million
Peak Daily BACS payments

VOCALINK AND INTERLINK HISTORY
• Initial contract with Interlink Software signed in 2002
• 2007 – installed BES at VocaLink to give a true manager of managers “One
Screen” monitoring system
• 2012 Implemented ASI Dashboards, introducing Service and Technical Business
Value Dashboards due to growing business reliance on the technology
• Several bespoke integrations written and developed to assist software
implementation across the business (not just Service Operations!)

VOCALINK MONITORING INFRASTRUCTURE OVERVIEW
• 4 BES servers
• Automatic Callout to 12 separate 24x7 support
teams
• Automatic incident ticketing to 2 different ITSM
tools
• BES reporting with scheduled
daily/weekly/monthly SLA reports
• 5 internal dashboards and 2 external (customer
dashboards) driving service value and visibility

MONITORING BY NUMBERS
• On average 45,000 events generated by monitoring systems per day.
• 240 major severity alerts
• 98% automatically raise an incident to the associated support team
• 45 critical severity alerts
• 40% automatically raise an incident and an automatic callout to the associated support team
• Approx. 2,300 procedures attached to known alerts.
• 1700 alerts suppressed via blackout on average per weekday & 40,000 alerts suppressed via
blackout during a weekend

SERVICE VISUALISATION
Why use a dashboard?
• Real time, relevant information at a glance
• Collate data from multiple, disparate sources (i.e. not just alerts!) for a unified view
• Display the health of critical services across your business
• Incorporate service or technology maps to aid and assist recovery
• Provide customers with real time information about the service you provide

SERVICE VISUALISATION – Batch Monitoring (internal)

SERVICE VISUALISATION - Technical Service Overview

SERVICE VISUALISATION – Faster Payments Scheme (internal)

SERVICE VISUALISATION – Faster Payments Scheme (customer)

SERVICE VISUALISATION – BACS Scheme (Customer)

VocaLink – What’s Next?
2
Integrate with
everything!
More and more technology
integration as more and
more bespoke software is
adopted
3
DevOps/Agile
Balance agile approach
with reliability and stability
1
Business Service
Management
• Monitoring by Service
• True service impact
• CI relationship maps
• Faster root cause
analysis
• Knowledge retention

ANY QUESTIONS?
allen.ensby@vocalink.com

Andrew Peck
Vorto Limited

© Copyright 2016 Vorto Limited 413
V O R T OOpening
• Quick intro about Vorto.
• Raise your hand if you are involved in any way to report outages to your
business or any form of regulatory/external body caused by failures in IT ?
• How many of you have a documented Major Incident mgmt. process that is
utilised and people with either a full time or part time role ?
• What’s the primary objective of the Major Incident Management process ?
• Which areas are there opportunities to shorten the MTTR ?

V O R T OSummary
• Every organisation that has a reliance on IT must have a Major Incident Management (MIM) process
defined in order to effectively manage and reduce business impact from IT outages.
• Different levels of MIM engagement can be applied based on the criticality of IT services, but a
rigorous process has to be established alongside a robust tooling solution (either basic or complex) or
avoidable business outages will occur.
• MIM is surprisingly not defined as a distinct process in ITIL, we however strongly believe it is and have
defined both a distinct process and tooling solution within ITSM tools to support it across multiple
organisations.
• In this session we will cover the following:
o The key stages of the process.
o The support roles and responsibilities within an organisation.
o The opportunities to reduce your MTTR.
o Tooling features (available in an ITSM tool or external products).

V O R T OThe MIM process
Fix applied,
service resumed
Recovery plan
agreed
Incident
Raised
Resources
mobilised
Investigation
commences
P1 occurs, business
impacted
Fixes applied
In this example over 3 hours has elapsed, the reality is that the duration can be much longer
sometimes even days.
0 mins 15 mins 35 mins 90 mins 180 mins 195 mins

V O R T ORoles & Responsibilities
Recovery manager
• An empowered individual who has the right combination of technical and business knowledge. Strength of personality and
the ability to remain calm is also as critical.
• They own the technical bridge, drive activities and keep everyone focussed on the resumption of service.
• They do not relinquish control to the CIO !
Communications manager
• Creating and sending communications, following up with regular updates and closing the communications.
• Tracking all work activities.
• Providing “co driver” support to the recovery manager.
IT support teams
• Identified infrastructure and application engineers who working together have the knowledge to resolve the incident.
• Defined as part of the ecosystem of the impacted applications and services in your tools.
Application & service owners
• Identified owner who can make the ultimate decision and whose team is responsible for interacting with the business.
• Understand and help communicate the respective operational, regulatory, financial and reputational impact to their IT and
business services.

V O R T OIdentify & assess
What’s happening?
The business sees a loss
of service or the
potential loss if action is
not taken quickly
Assess the impact and
agree the severity
Start the process
Where are the opportunities to reduce MTTR ?
• A MIM process has been defined and the business know how to invoke it.
• MIM roles have been identified and assigned.
• Services have been defined with owners empowered to make decisions.
• Ideally the CMDB holds the information in your ITSM tool.
• Recertification processes ensure data is accurate.
• The MIM manager and the authorised service representative collaborate to make the decision on the severity.
What do we do now?
Carry out a defined and
agreed process

V O R T OCommunication
Open the Ticket
Establish business impact
and complete basic
information
Opening Statement
Key parties need to know
• To open a MIM only requires minimal information, don’t waste time completing fields that aren’t yet qualified.
• Problem management is for later!
• Define subscription rules based on service, severity, country etc. for interested parties to subscribe to, no time wasted finding the right
email list or pulling together a group of people.
• Targeted communication to the right audience can provide the vital piece of information to find the cause of the incident.
• Degrade your service CI so that the Service Desk can immediately see an issue has occurred and help relate other issues that potentially
could lead to a solution (Parent/child logic).

V O R T OInvoke a service recovery plan
While IT works on the
issue the business may
need to invoke an SRP
Run by the business
external to the MIM
A stored service recovery plan (SRP) invoked or a live service recovery blotter (SRB) initiated
• If the incident is of a scale that it needs to be auditable, a stored SRP should be invoked or a live SRB initiated to capture and record the
whole event. The blotter event can then be stored as an SRP within the knowledge base.
• Define SRP’s related to your applications and services.
• Rehearse these plans on a periodic basis.
• Execute the SRP and manage all the required activities.
• Communicate and visualise the status.
• Post event – full audit trail and for regulators and the opportunity to improve the SRP for future invocations.
• http://www.cutover.com/product/

V O R T OInvestigate
Let’s now find what’s
broken
Automation!
Advanced Analytics!
• Your infrastructure teams and application teams all have scripts they use to check environments, automate those scripts.
• Utilise an enterprise orchestration product or self-build using web services.
• Use your CMDB relationships (if you have them) to find the CI’s and run parallel health checks against all the related infrastructure.
• This can be initiated as soon as the service has been identified and the ticket opened, when the IT team reach the bridge the health
checks have completed.
• Advanced analytics – www.squirro.com – Powerful technology to search any data source for related data points (event, change, incident,
log, performance) . All of these when searched within the context of the application can potentially find the issue.

V O R T OContinued communication
Don’t forget to keep
communicating !
Key parties need to be
kept informed
Continued awareness of progress and impact is critical
• Communicate at scheduled intervals or at key lifecycle stages.
• If you communicate well it stops the bridges being overloaded with listeners who don’t add value.

V O R T ORoot cause & recovery plan agreed - fix
Found it, now let’s fix it
Speed is of the essence – cut sensible corners
• Change tickets aren’t needed.
• Retrospective ECR can be raised and approved after the event.
• Audit functions typically agree to this process.
• The key participants, service owner and MIM manager have been empowered by the organisation to make the decision.
• If further guidance is needed bring them to the bridge to discuss verbally.

V O R T OClean up
It’s fixed now what do
we need to clean up
with the business and
close out the MIM
process
Subsequent activities
• Shift the focus to business clean up.
• Remain in a state of heightened awareness.
• Potentially freeze any changes to the application and supporting infrastructure.
• Who wants to explain an own goal from a failed change immediately after a major business outage?
• Review all the activity logs and ensure accuracy of data entered into the ticket.
• For the highest severity incidents open up the Problem management record immediately.

V O R T OSummary of Recommendations
• Establish an owner for the Major Incident Management process.
• Define the roles and assign them to individuals.
• Define and document the process for all internal staff and external vendors to attest to.
• Identify the business critical applications or services and the specialist internal and external resources that
are required to restore service when an outage occurs.
• Configure those resources into your ITSM tool for escalation and notification.
• The advanced features available which have been mentioned are all optional based on your volume,
criticality of services and budget availability.
• Conference bridge and auto dial – xMatters
• Cognitive search engine – Squirro
• Automated tasks – Any orchestration tool or self-built web services
• Service Recovery Plans – Cutover

V O R T OWrap up
• Questions ?
• See us after this session for more.
• Come to our stand and we can show you our MIM app hosted on ServiceNow
and the available add ons.
• Visit our site www.vorto.co
• Contact us:
• andrew.peck@vorto.co 07710 520 465
• shuaib.rabbani@vorto.co 07770 450175

V O R T OAppendix - Functional components of MIM
Assignment to
communication and
recovery teams based
on Target Operating
Model
Auto-impact analysis.
Impact enrichment –
financial,
geographical, business
lines and functions
Diagnosis, investigation and remediation
activity
Leverage “xMatters” to mobilise support
groups and stakeholders onto business
and IT bridges and send communications
to subscribers based on device preferences
Send opening, update
and closing
communications to
targeted subscribers
using comms
templates that
structure and format
messages aligned to
corporate standards
Allow users to
subscribe to major
incidents based on
CMDB applications
and services, severity,
locations, business
lines and
communication types
Link major incidents to other major
incidents and standard incidents
Use post mortem process to follow-up
with detailed impact and
preventative actions
Public wallboard showing major incidents
and their respective business impact
Set applications and services to degraded
and outage. Proliferate visual identifiers
throughout tool to highlight health status
of applications and services
Ensure MiM is intuitive and optimised
for user experience and efficiency
MiM
Auto-
Assignment
Mobilisation &
Collaboration
Tasking
Mobilisation &
Collaboration
Communication Subscription
Post Mortem
Linking
Wallboard
Operational
Status
UI and UX
focus
Time Tracking
Capture time spent on support
activity as part of over cost
transparency programme

V O R T OAppendix - Lifecycle Stages of a Major Incident
Step Activity ITSM/Other Tool
capability
Comments Roles
1- Identification An issue with a business process is
identified.
N/A – Process Depending on the issue we would
expect parallel events being
generated by monitoring tools
Application Support, Service Desk,
Business users.
2 - Assess & determine
impact/urgency to set priority.
Set the value in the MIM form. N/A - Process This is recommended as a manual
process by the respective service
owner and the MIM manager.
Calculators can be built but the
complexity required and the
subsequent human validation makes
it unnecessary.
MIM Manager and
Application/Service owner.
2 - Degradation The service CI that has been agreed as
the representation of the business
process is set to Outage/Degraded
based on the assessment at that time
Colour based (RAGB) indicators are
added to the MIM form and in the
related processes of Incident,
Problem & Change to alert other
users of the service state.
Workflow can also be triggered from
the degraded state also if required to
initiate automated actions.
MIM Manager.
Service Degrader if federated control
is permitted.
2 - MIM completion and send opening
statement.
Complete the form and the opening
statement for notification.
Communication template, preview
message, preview sender capability
and store all communications for
future reference.
Send to recipients is drawn from
subscription rules of the degraded CI.
Can be users, groups or Email DL’s.
MIM Manager.
MIM Communication manager.
3 - Mobilise IT resources Bring IT resources to the bridge to
investigate.
IT resources defined against service CI
covering both Infra, App support & 3rd
line Dev resources that are experts on
the service. Contacts via phone to
bring to bridge using manual or
automated tools(www.xmatters.com)
Define teams for automated
escalation for applications that
support critical business processes.
This will bring critical resources to the
bridge in -60 seconds. Essential to
maintain this data when reliant on
vendors.
IT Support.
MIM

V O R T OLifecycle Stages of a Major Incident
Step Activity ITSM/Other Tool capability Comments Roles
4 - Investigate through Automation If a CMDB with Application to CI
relationships are available automated
health-checks can be run against all CI’s
Link ITSM to Orchestration capability Saves time ! The health-checks may
uncover the issue. If they return clean
it’s an investigation path that has been
completed with no time wasted by the
support staff.
Automation
4 - Investigate Review all available data to determine
what caused the outage and how to
resume service.
Manually or using advanced product
capability. Squirro Service Insights
(www.squirro.com) plugin to analyse
every available data source within the
context of the application that the
impacted business process runs in.
Typically, the longest stage of the
lifecycle.
All technical support staff
Update subscribers Communicate with an Update message. Add to previous opening statement.
Posting latest update first whilst
retaining the history. Storing each
Communication as a separate record.
Timers can be defined to remind the
MIM staff that an update is due in xx
minutes. We recommend 30 minutes or
when a lifecycle step has been
completed.
MIM Communication manager
4 - Track activities Allocate tasks to each team to track
actions, duration and completion.
If your business requires full audit and a
documented process be invoked to
recover the business process a stored
Service Recovery Plan (SRP) can be
invoked (www.cutover.com)
N/A Useful on a big incident with many
teams running concurrent activities.
Required for PM review post incident to
ascertain tasks carried out and duration.
MIM Manager.
5 - Issue identified and resolution plan
agreed.
Agree action plan with service owner
and technical leads.
N/A – Process
6 - Apply fix. Apply fix under MIM process. If ECR N/A Site specific processes apply to change

V O R T OLifecycle Steps of a Major Incident
Step Activity ITSM/Other Tool
supplied
Comments Roles
Verify service recovered. Confirm with business and IT that
service has been resumed.
N/A – Process
Remediation tasks. If business has to carry out data
clean up assign tasks to track
activity.
MIM Manager.
Close If all tasks complete the MIM can be
closed.
N/A MIM Manager
Closing communication. Send final notice that MIM has
completed.
Add to previous statement. Posting
latest update first whilst retaining
the history. Storing each
Communication as a separate
record.
CI state to ‘Back On Line’ A watch state to ensure heightened
awareness that this CI has just been
under a MIM.
Colour based (RAGB) indicators are
added to the MIM form and in the
related processes of Incident,
Problem & Change to alert other
users of the service state.
Change management typically
would have elevated approvals after
a recent MIM to ensure no ‘own
goals’ after a serious outage.
MIM Manager.
Problem management record
created.
Create a PM for all Sev1 Automatically created to drive
consistent Problem management.

Alf Melin
Getronics

Proactive problem management
How to resolve problems before your users
know they exist
Date: 25th October 2016
Presenter: Alf Melin

43
Introduction
Alf Melin - Head of UK ITSM
Getronics
Global Workspace Alliance

43
Looking back
- Sometimes an after-thought and often under resourced with split roles
- Risk of conflicting priorities if within the service desk organisation
- Traditional problem sources:
- Major incident recurrence prevention
- Stakeholder requests
- Incident trend analysis
- Problem candidates from resolvers
- Reliance on high quality, consistent incident categorization
- Often limited scope (top 10 or greater than x% of volume)
- Working to timescales of weeks and months
- Success often comes in short bursts between periods of apparent inactivity
- Difficulty quantifying value added from many outcomes

43
Changing environment
Consumerisation and generational
change is driving higher user
experience expectations
Vast data lakes are not being utilised to
deliver potential efficiency savings and
productivity increases Machine learning and pattern recognition
technology are available now to enable real
3P support models and the market wants it
By 2018, 50% of global enterprises will have
deployed machine learning technologies
80% of CIOs wish to switch investment from
backwards-looking reporting to forward-looking
predictive analytics
Gartner

IT In The Park 2016

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