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    Incident Management Process v2 0

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    pasc colchete
    This document discusses incident management and the service desk function. It defines an incident as an unplanned interruption of an IT service. The objectives of incident management are to restore normal service operation quickly and maintain agreed service levels. Activities include logging, prioritizing, resolving, and closing incidents. Challenges include early incident detection and integration with other processes like change management. The service desk acts as a single point of contact for users and coordinates incident response.

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    Incident Management Process v2 0

    Uploaded by

    pasc colchete
    48 views24 pages
    This document discusses incident management and the service desk function. It defines an incident as an unplanned interruption of an IT service. The objectives of incident management are to restore normal service operation quickly and maintain agreed service levels. Activities include logging, prioritizing, resolving, and closing incidents. Challenges include early incident detection and integration with other processes like change management. The service desk acts as a single point of contact for users and coordinates incident response.

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    This document discusses incident management and the service desk function. It defines an incident as an unplanned interruption of an IT service. The objectives of incident management are to restore normal service operation quickly and maintain agreed service levels. Activities include logging, prioritizing, resolving, and closing incidents. Challenges include early incident detection and integration with other processes like change management. The service desk acts as a single point of contact for users and coordinates incident response.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    48 views24 pages

    Incident Management Process v2 0

    Uploaded by

    pasc colchete
    This document discusses incident management and the service desk function. It defines an incident as an unplanned interruption of an IT service. The objectives of incident management are to restore normal service operation quickly and maintain agreed service levels. Activities include logging, prioritizing, resolving, and closing incidents. Challenges include early incident detection and integration with other processes like change management. The service desk acts as a single point of contact for users and coordinates incident response.

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    INCIDENT

    MANAGEMENT
    PROCESS/SERVIC
    E DESK
    FUNCTION
    INTRODUCTION

     An ‘incident’ is defined as an unplanned interruption of an IT service or


    reduction in quality of an IT service.

     Failure of a CI that has not impacted a service yet is also an incident.

     SPEED is at the heart of incident management

     …. to restore normal service operation as quickly as possible and minimize


    the adverse impact on business operations….

     … maintain levels of service quality and availability to the best possible


    level.
    OBJECTIVE OF INCIDENT MANAGEMENT

     To restore normal service operation as quickly as possible and minimize the


    adverse impact on business operations.

     … maintain levels of service quality and availability to the agreed target


    levels.
    THE SCOPE OF INCIDENT MANAGEMENT

     Covers anything that does or could negatively impact a service…

     Typically captured at the Service Desk


     Can also be logged by Technical Staff
     System generated
     Warning Events
     Exception Events
    INCIDENT MANAGEMENT

     Why bother with Incident Management?

    HIGHLY VISIBLE!

     Lower downtime for the business


     Align IT support to business need
     Ability to identify improvements
     Insight into new requirements and training needs
    INCIDENT MANAGEMENT PROCESS ACTIVITIES
    INCIDENT MANAGEMENT PROCESS ACTIVITIES
    INCIDENT MANAGEMENT: INCIDENT INTERFACES
    Service Asset &
    Change
    Configuration
    Management
    Management

    Service Level Problem


    Management Management

    Incident Management
    Information Security Access
    Management Management

    Capacity Access
    Management Management

    Availability
    Management
    INPUTS

     Information about CIs and their status


     Information about known errors and their workarounds
     Communication and feedback about incidents and their symptoms
     Communication and feedback about RFCs and releases that have been
    implemented or planned for implementation
     Communication of events that were triggered from event management
     Operational and service level objectives
     Agreed criteria for prioritizing and escalating incidents.
    OUTPUTS

     Resolved incidents and actions  Feedback on incidents related to


    taken to achieve their resolution changes and releases
     Updated incident management  Identification of CIs associated
    records with accurate incident with or impacted by incidents
    detail and history  Feedback on level and quality of
     Raising of problem records for monitoring technologies and event
    incidents where an underlying management activities
    cause has not been identified
    CRITICAL SUCCESS FACTORS

    CSFs KPIs
    Resolve incidents as quickly as • Mean elapsed time to achieve incident resolution or
    possible minimizing impacts to the circumvention, broken down by impact code
    business • Breakdown of incidents at each stage (e.g. logged, work in
    progress, closed etc.)
    • Percentage of incidents closed by the service desk without
    reference to other levels of support (often referred to as ‘first
    point of contact’)
    • Number and percentage of incidents resolved remotely,
    without the need for a visit
    • Number of incidents resolved without impact to the business
    (e.g. incident was raised by event management and resolved
    before it could impact the business)
    CRITICAL SUCCESS FACTORS

    CSFs KPIs
    Maintain Quality of IT Services • Total numbers of incidents (as a control measure)
    • KPI Size of current incident backlog for each IT service
    • KPI Number and percentage of major incidents for each IT
    service
    Maintain user satisfaction with IT • Average user/customer survey score (total and by question
    services category)
    • Percentage of satisfaction surveys answered versus total
    number of satisfaction surveys sent

    Increase visibility and • Average number of service desk calls or other contacts from
    communication of business users for incidents already reported
    incidents to business and IT support • Number of business user complaints or issues about the
    staff content and quality of incident communications
    CRITICAL SUCCESS FACTORS

    CSFs KPIs
    Ensure that standardized methods • Number and percentage of incidents incorrectly assigned
    and procedures are used for • Number and percentage of incidents incorrectly categorized
    efficient and prompt response, • Number and percentage of incidents processed per service
    analysis, documentation, ongoing desk agent
    management and reporting of • Number and percentage of related to changes and releases.
    incidents to maintain business
    confidence in IT capabilities
    KPI’s
    CHALLENGES
     The ability to detect incidents as early as possible. This will require
    the configuration of event management tools, the education of the
    users reporting incidents, and the use of specialized service desk
    groups
     Convincing all staff (technical teams as well as users) that all
    incidents must be logged, and encouraging the use of self-help web-
    based capabilities (which can speed up assistance and reduce
    resource requirements).
     Integration into the CMS to determine relationships between CIs and
    to refer to the history of CIs when performing first-line support.
     Integration into the SLM process. This will help incident
    management to correctly assess the impact and priority of incidents
    and assists in defining and executing escalation procedures.
    ROLES & RESPONSIBILITIES

     Incident Manager:  Second Line:


     Efficiency and effectiveness of  Generally more technical skills
    the process  Ideally close to first line
     Produce management
    support
    information  Could be outsourced
     Manage first and second line
    staff
     Deploy and manage tools  Third Line:
     Specialist technical skills
     Internal or external
     First Line:
     Service Desk staff
    SERVICE DESK FUNCTION

    The service desk is the single point of contact for users when there
    is a service disruption and for service requests . It provides a point
    of communication to the users and a point of coordination for
    several IT groups and processes.

    The value of an effective service desk should not be


    underestimated – a good service desk can often compensate for
    deficiencies elsewhere in the IT organization, but a poor service
    desk (or the lack of a service desk) can give a poor impression of
    an otherwise very effective IT organization!
    BENEFITS OF A SERVICE DESK

     Improved customer service, perception and satisfaction


     Increased accessibility through a single point of contact,
    communication and information
     Better quality and faster turnaround of customer or user requests
     Enhanced focus and a proactive approach to service provision
     A reduced negative business impact
     Better managed infrastructure and control
     More meaningful management information for decision support
    SERVICE DESK ORGANIZATIONAL STRUCTURES
     Organizational Structure: Local Service Desk
     Close physical proximity
     Avoids language and cultural issues
     Provides visibility
    SERVICE DESK ORGANIZATIONAL STRUCTURES
     Organizational Structure: Centralized Service Desk
     Leads to efficiencies and cost savings
     Develops skills of staff through greater exposure
    SERVICE DESK ORGANIZATIONAL STRUCTURES
     Organizational Structure: Virtual Service Desk
     Gives an impression of centralized service
     Provides options for off shoring, home working or outsourcing
    SERVICE DESK STAFFING CHALLENGES
     Staffing challenges:
     Staffing Levels:
     Ensure correct number of staff to match demand levels

     Skill Levels:
     Ensure correct level and range of skills

     Staff Training:
     Knowledge must be current

     Staff Retention:
     Significant loss can be disruptive

     Super Users:
     To act as liaison between IT in general and the Service Desk
    SERVICE DESK STAFFING LEVELS

     Customer service expectations

     Business requirements, such as budget, call response times etc.

     Size, relative age, design and complexity of the IT infrastructure and service
    catalogue – for example, the number and type of incidents, the extent of
    customized versus standard off-the shelf software deployed etc.

     The number of customers and users to support, and associated factors


    SERVICE DESK METRICS
     Metrics:
     Evaluate performance on regular intervals

     Detailed metrics such as:


     First-line resolution rate
     Average time to resolve an incident
     Average time to escalate an incident
     Average time to review and close a resolved call
     The number of calls received by time of day and day of week
     Percentage of customer or user updates conducted within target times

     Customer Satisfaction Survey


    THANK-YOU

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