Developing and Implementing your Service Management Model - Discovery, Design and Strategy
Part 2 - Checklist to Developing & Implementing your Service Management Model - Developing and Implementing your Service Management Model - Discovery, Design and Strategy.
The previous post provided a high level 12-point Service Management Checklist to transition from an inward focus to a new role as IT Service Provider.
This article goes into some of the detail as to how to go about developing and implementing your Service Management Model.
The mantra of People, Processes & Tools has stood me in very good stead in the past, and was echoed by Tenby Powell at his recent talk at StartUp Garage at CreativeHQ. Everyone professes to have customers are at the centre of excellent service management, partners are often forgotten.
Implementing your service management model can be tricky, however, by following this nine-point checklist, you'll be off to a good start.
- Set up the project and appoint a project manager
- Identify internal and external stakeholders, and sponsors, and start engaging with them through early stage preliminary internal workshops
- Run an asset audit - how many of each asset do you have, and where are they? In this example I'm talking about PCs, laptops, servers, widgets and related items
- What is the current service model - who is supported and how? What time is support available, in what way and by whom?
- Who are the current suppliers and in what state are the contracts?
- What is the level of maturity in terms of documented processes, reports, controls and knowledge? Review the documents and artefacts. Sight them yourself.
- What products and services are out of support? What maintenance is required at end of life for those products and services and what compelling events are scheduled?
- Identify the pain points in the current model. How can they be eased or mitigated?
- What are the known metrics? Review incoming call volumes, number of defects, total headcount, open backlog and customer satisfaction. Document these as a benchmark.
Service Management Design & Strategy
Once you've done the preliminary audit above it's time to put together the Service Management design and strategy. Planning can be time consuming, but you're better off spending a bit of time at the beginning than a lot of time when you're active and people are experiencing sub-par service because you weren't prepared.
The below is a list of questions to answer, which, if answered completely, will ensure that your Service Management design and strategy follows best practice.
- What products or services need to be supported?
- What are the critical components?
- What does the new service and support model look like?
- Are there additional staff required; what about rostering and after hours support?
- Where is the first point of contact for your customers and what level of service will that first point of contact provide?
- Is multichannel support and self-service an option? What level of support will be available as self-service and at what point will a customer need to engage with a real person?
- Who are the second level support teams and are they in-house or an external support agency?
- Who are the partners? Are some to be dropped? Are new partners to be on-boarded? What is the scope of their roles and responsibilities?
- What about monitoring, alerts and alarms, who's responsibility is it to manage and maintain these?
- What kind of reporting will be provided? Is there an executive dashboard to assist with report generation and does the final report make sense to the recipients?
- Run a sanity check against the most recent service or customer transitioned through the project and ensure "lessons learned" is included in the report
Answering these questions should present you with a reasonable Service Management map, which will clearly show the roles and responsibilities and tasks per product or service mapped against each ITIL process.
Once the due diligence is done, you know the "as is" current state so you can start to design the desired future state. By including all the information you have collected around people, processes, tools & partners, the business case should start to emerge.
There should be two sets of finances: one covering the project itself, and the other the BAU state once the solution is in production and running.
A price book or rate card should emerge from this, complemented with a catalogue of services that will be provided.
Sunit is a Wellington based IT Service Management Consultant and author of the published book 'Strategic Lean Service". He's a keen mentor to the start up community and while not at work, can be found hitting the highways and open roads on his Royal Enfield Bullet motorbike. Connect with Sunit on LinkedIn.
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