Skip to main content

IT Benefit to Business

In a previous blog I wrote about the need for a high performance Service Desk.  So what do we get in terms of business benefit? The value statement in IT terms is reduced re-work, less down time, better utilization of higher cost resources (knowledge management), increased stability, reliability, availability  and predictable levels of IT services. So the question is how do we effectively communicate the business benefit of our support efforts? The goal of course is to align our IT metrics to the business benefit and define that benefit with language the business can relate to and understand.  

IT Metric

  • Average speed of answer. 
  • First Call Resolution. 
  • Average Escalation Duration.
  • Total # of incidents recorded by: Service, CI, Assignment team.


IT Goal

  • Less down time, lower abandon rate, quicker speed of answer.
  • Less down time, lower abandon rate, greater use of knowledge bases.
  •  Less down time, predefined escalation paths, greater cooperation between technical   resources. Greater knowledge transfer.
  •  Precise picture of which services and CIs are having the greatest impact on the organization. Capture of repeatable information and knowledge. Established the ability to direct limited resources to permanently resolve underlying problems. SLAs can be met more effectively with more efficient use of resources.


Business Benefit

  • If the phone is being answered quickly the caller is more likely to stay on the line for help.  Caller’s issues can then be resolved and they can return to creating business outcomes that much sooner.  Frustration is also reduced. Increased customer satisfaction. Satisfied customer return to reuse additional services.
  • Caller is back to work sooner creating business outcomes.  Greater satisfaction with services rendered.  More likely to utilize this single point of contact for future issues. Satisfied customer recommend services to others.  Market share grows organically.
  • When issue is not resolved by level 1 analyst, faster response time by level 2 speeds path to resolution and reduces downtime experienced by caller. More efficient use of higher level resources.  Focus on proactive activities, planned work as opposed to unplanned work.
  • Properly analyzed information will result in corrective actions to be taken resulting in greater availability of services and greater reliability.


Organizational Benefit

  • More confidence in Service Desk capabilities, greater likelihood caller will use Service Desk again, less hallway muggings, greater effectiveness in use of resources, increased employee morale.
  • More confidence in Service desk capabilities, increased lines of communication between business and IT, more effective use of limited resources.  Reduced cost per resolution.
  • More confidence in Service Desk capabilities, greater sharing of knowledge between technical groups.  Less need for rediscovery of previously known knowledge. Callers will tell coworkers of positive experience, more efficient use of resources, less rework.
  • More confidence in IT capabilities.  Encourage greater use of delivered services and expansion of Service Catalogue.  Earlier inclusion of IT in Project Management.

Above is an example of how we can begin to transform our IT centric reports into a more business focused direction.  This will allow greater understanding cooperation and alignment of Business and IT strategies.

For more information on IT Service Management: http://www.itsmacademy.com/resourcecenter


Comments

Popular posts from this blog

What is the difference between Process Owner, Process Manager and Process Practitioner?

I was recently asked to clarify the roles of the Process Owner, Process Manager and Process Practitioner and wanted to share this with you.

Roles and Responsibilities:
Process Owner – this individual is “Accountable” for the process. They are the goto person and represent this process across the entire organization. They will ensure that the process is clearly defined, designed and documented. They will ensure that the process has a set of Policies for governance.Example: The process owner for Incident management will ensure that all of the activities to Identify, Record, Categorize, Investigate, … all the way to closing the incident are defined and documented with clearly defined roles, responsibilities, handoffs, and deliverables. An example of a policy in could be… “All Incidents must be logged”. Policies are rules that govern the process. Process Owner ensures that all Process activities, (what to do), Procedures (details on how to perform the activity) and the policies (r…

How Does ITIL Help in the Management of the SDLC?

I was recently asked how ITIL helps in the management of the SDLC (Software Development Lifecycle).  Simply put... SDLC is a Lifecycle approach to produce the software or the "product".  ITIL is a Lifecycle approach that focuses on the "service".
I’ll start by reviewing both SDLC and ITIL Lifecycles and then summarize:
SDLC  -  The intent of an SDLC process is to help produce a product that is cost-efficient, effective and of high quality. Once an application is created, the SDLC maps the proper deployment of the software into the live environment. The SDLC methodology usually contains the following stages: Analysis (requirements and design), construction, testing, release and maintenance.  The focus here is on the Software.  Most organizations will use an Agile or Waterfall approach to implement the software through the Software Development Lifecycle.
ITIL  -  is a best practice for IT service management (ITSM) that focuses on aligning IT services with the needs …

ITIL 4 – Mapping the Customer Journey

All service providers are in the business of customer and user experience. It is not enough to compete on products and services, how services are delivered is as important as what is delivered.

The customer journey is the complete end-to-end experience customers have with one or more service providers and/or their products through the touchpoints and service interactions with those providers. In order to focus on the outcomes and on the customer/user experience, service providers are seeking to master the art of mapping their customer journey. Doing so allows them to maximize stakeholder value through co-creation of value throughout the entire value chain.

The customer journey begins by understanding the overall macro-level of steps or groups of activities that generate the need for interaction between the customer and the service provider. These activities begin at “Explore” and end with “Realize” where the value is actually being consumed by the end-users.
The Band of Visibility