Your Input Required - Service Engineering Role!!

Engaging All Service Engineering Folks: Help Forrester Define “Service Engineering” As A New Role Within Infrastructure & Operations (Or Beyond)! A variety of technology trends such as mobility and clouds are empowering consumers and connects employees who all are interacting and collaborating through apps and devices which are changing the way business is conducted. In response, organizations are forced to accelerate business changes which require the need for agility innovating new technology choices, implementation options, and delivery approaches. In this new pace of change the business demands more of IT to help deliver services which enable and support the age of the customer. Some Infrastructure & Operations teams have made the transformation to manage and support BT services which consist of technology, systems, and processes to win, serve and retain customers. Other organizations still manage and support components which range from operating systems, middleware, general purpose components, applications and custom components built all for specific purposes. I&O teams have become good at building components, but it often lacks the engineering discipline to assemble these components into services that meet specific business needs and are relevant in the age of the customer. To stay relevant and transform Infrastructure & Operations in the age of the customer, I&O needs a new role – service engineering. Service engineers mainly “do” three things:

1. Think and act from the outside-in – this means establishing, managing and continually improving services which are critical and essential for business enablement and business success.

2. Participate and support the DevOps journey – business agility in large parts depends on technology today. The DevOps team plays a large role in the quality and speed of technology delivery.

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The New Identity Of The Service Desk

Service support functions have many names. Some of them are called a help desk, and others have moved on to be a service desk. But there is more out there to tackle! Is your service desk ready for a new identity? I am a huge fan of the IT support organization, as they help us when we need them . . . but to call them a help desk or a service desk . . . Really? Think about all the things we want and need them to do for us — I think this important function should get a new name!

Here are some new functional names that we (Forrester) came up with. Please tell us which one you like! Or tell us a name you like! As Victor Hugo said, “The future has many names: For the weak, it means the unattainable. For the fearful, it means the unknown. For the courageous, it means opportunity.” Looking forward to hear from you.

The Future Of ITSM Drops The “IT” And Replaces It With Automation

 

Here’s the hard truth:IT infrastructure and operations (I&O) teams are becoming less relevant. This will only accelerate now that we are in what Forrester calls “the age of the customer” where bring-your-own-technology policies and “as-a-service” software and infrastructure proliferate.

In this new world, developers still need compute and storage to keep up with growth. And workers need some sort of PC or mobile device to get their jobs done. But they don’t necessarily need you in corporate IT to give it to them. Case and point: employees pay for 70% of the tablets used for work.

At the end of the day, if you can’t deliver on what your workforce and developers care about, they will use whatever and whoever to get their jobs done better, faster and cheaper.

Much of this comes down to customer experience, or how your customers perceive their every interaction with the IT organization, from your staff in the helpdesk to corporate applications they access every day. Here’s a proof point on how much customer experience matters from Forrester’s soon to be published book, Outside In: over a recent five-year period during which the S&P 500 was flat, a stock portfolio of customer experience leaders grew 22% percent.

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Tips For Your ITIL Journey

Embarking on your ITIL initiative can be daunting. Often, the breadth and scope of ITIL can leave I&O departments struggling to create a solid road map -- Where do I start? Can I pick and choose ITIL principles? Do I even need ITIL? Without answers, any one of these questions can put up a roadblock on your journey to smooth service management, so here are some tips to put you on the right track:

Pre-Race Checklist

  • Make sure you take the time to define and understand exactly what problem you're trying to solve -- many companies who skip this step end up regretting it.
  • Before you can decide where you want to go, you need to know where you’re coming from. Measure your ITSM maturity level, and then define where you want to go and how much you want to improve.
  • Once you know your ITSM baseline and the problem that you want to solve, you can figure out the best place to start in the ITIL v3 framework.

Start Your Engines

  • Keep in mind that technology or domain silos don’t work, and process silos don’t work either. Switch to a hybrid model for best results.
  • When determining who your process heads should be, incident and problem management should NOT be rolled together under one person. Incident management is about fire-fighting, and problem management is about root cause analysis -- two very different competencies. 
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Staffing Your Service Desk Analysts

 

Question:

How do you schedule your service desk staff to ensure excellent staffing and achieve service-level targets? Does your service desk solution cover this?

Answer:

The effective staffing of service desk analysts can be complicated. Leveraging historic volume levels for all of the communication channels is one way to plan ahead. Additionally, having insight into planned projects from other groups — e.g., upgrades of applications or other planned releases — is important as well to plan ahead. 

Service desk teams should start automating the workforce management process as much as possible in order to meet the customers’ expectations. Some service desk solutions have the workforce management as part of their functionalities already. If this is a challenge for you today — make sure that you include this key requirement into your functionality assessment list. Use the ITSM Support Tools Product Comparison tool for your assessment. 

In the past week I have been briefed by one vendor who has incorporated workforce management into their solution. helpLine 5.1 Workforce Management allows for optimized planning of the service desk team.

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The ITSM Selection Process

Almost every day I get the question: “We want to replace our ITSM support tool; which vendor should I look at?” There are many alternatives today and each vendor has certainly done a great amount of work to position themselves as the best. The success I had in consulting with these clients, and the knowledge I carry with me now, is thanks in part to the clients with whom I have discussed the ITSM space. They have all confirmed that the functionality across these vendors is very similar. This, however, does not help in decision-making — so I’m especially excited to have authored a three-piece research document which might take some magic out of the decision process when selecting ITSM support tools in the future.

This Forrester report is called Eliminate Magic When Selecting The Right IT Service Management (ITSM) Support Tool.  It’s an overview of the process decision-makers need to follow and the important — but sometimes overlooked — other criteria to keep in mind as they work toward launching or engaging with the ITSM vendor community.

I identified four phases of the evaluation process that should be followed:

Plan: Lay the groundwork, set objectives, explore existing conversations, and make necessary early decisions.

Assemble an evaluation team: Putting the right people together to understand the use cases and requirements is critical before the next step.

Define your requirements: Use the ITSM Support Tools Product Comparison to define your requirements.

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IT Service Management Holiday Wish List

Over the past two years, the economy has forced IT departments to downsize, sometimes cutting their budgets to the bone. Priorities and processes had to be reevaluated, and one of the main tenets of ITSM — do more with less — became an imperative with teeth. With the economy motivating this drive to do more with less, it may have come as an unwanted change. But it’s not necessarily a bad thing. In fact, the folks on the “O” side of Forrester’s I&O team have long been focused on how you can reduce your IT costs through automation and industrialization — essentially, how to do more with less.

But now IT budgets are springing back, which may tempt some to stray from the path of IT service management. We urge you to resist this temptation. Our research shows that in 2010, most of the I&O budget is being spent on new infrastructure, not personnel. This means you're still having to do more with less, and to do this you need to focus on process. In fact, we want you to focus on process and industrializing your operations so much, we’ve built our holiday wish list around it.

The Ten Things We Want For The Holidays (and The Ten Things You Need To Improve Your IT Service Management )

  • True active executive commitment
    • To achieve real results, you need to have CIO-level support.
  • Behavior change – discipline of IT service management
    • To launch a successful program, you need to educate and enforce.
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Accenture And BMC Expand Their Relationship

On November 16, Accenture and BMC announced the expansion of their already existing relationships with joint development and delivery agreements plus additional technology services for the ongoing BSM journey. Beyond gaining additional delivery consultants to BMC’s Professional Service organization, this will also allow both companies to focus on developing solutions which allow IT organizations to optimize and streamline their operation while taking advantage of technologies such as virtualization and cloud computing.

So what is behind the BMC/Accenture partnership?

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AMERICAN SYSTEMS Uses BSM To Shift Culture And Advance Business Services And Security

Recently I published a business service management (BSM) case study on AMERICAN SYSTEMS. If you're interested in BSM, I highly recommend reading through this report. Although there are many known business alignment success stories, AMERICAN SYSTEMS takes business alignment a step further by aligning IT elements in a way that truly supports its business goals. AMERICAN SYSTEMS sought to improve the delivery and quality of its services to the business, something they were able to accomplish by introducing ITIL and COBIT standards and deploying integrated data center management software. In all, they were able to gain situational awareness, preempt and respond to issues more efficiently, and better protect information assets.

I've outlined a few key highlights from this report below:

First off, AMERICAN SYSTEMS is a government IT innovator that provides engineering, technical, and managed services to government customers. In order to meet the needs of their clients' constant demand for new and better services, they decided to shift from a reactive to a proactive way of managing and operating.

When they set out to make changes they outlined several goals:

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