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Présentation Service Desk 2009

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Presentation in french of the creation of a ITIL based Service Desk

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Présentation Service Desk 2009

  1. 1. <ul><ul><li>Introduction AUSY Groupe </li></ul></ul><ul><ul><ul><li>Ressources </li></ul></ul></ul><ul><ul><ul><li>Centres de Compétence </li></ul></ul></ul><ul><ul><ul><li>Notre approche </li></ul></ul></ul><ul><ul><li>Références Service Desk </li></ul></ul><ul><ul><ul><li>SGBT (ITIL) </li></ul></ul></ul><ul><ul><ul><li>Johnson & Johnson (FDA) </li></ul></ul></ul><ul><ul><li>Les besoins de GSK </li></ul></ul>AGENDA
  2. 2. AUSY Groupe
  3. 3. REALISATION SERVICE DESK Dirk Calleeuw - SLM Septembre 2009
  4. 4. MISSION SGBT - Luxembourg La mission consiste en : Accompagnement aux changements – évolution helpdesk vers ITIL Service desk - avec transfert de connaissances vers le responsable (Incident Manager) Service Desk de la SGBT. Sous-traitance avec engagement de niveau de services des prestations de niveau 1 & 2 (IT Service Desk / Centre de Calculs / IMAC) sous la tutelle d’un responsable de service interne SGBT. SGBT : Société Générale Bank & Trust
  5. 5. Importance Service Desk Service Desk est le SPOC (Single Point Of Contact) entre les utilisateurs et le Département IT.
  6. 6. Définition de la mission <ul><li>Audit ASIS </li></ul><ul><li>Communication : Team meeting, Revue de site, COPIL. </li></ul><ul><li>Définir un catalogue de Service. </li></ul><ul><li>Rédaction d’un Guide de bonne conduite. </li></ul><ul><li>Création d’un Base de Connaissance. </li></ul><ul><li>Formalisation des bonnes pratiques (IM, PM, CM). </li></ul><ul><li>Définir des KPI (chaque 3 mois révision durant revue de site). </li></ul><ul><li>Définir Arbre des Priorités (SLA). </li></ul><ul><li>Proposition d’un SLA entre AUSY et SGBT. </li></ul><ul><li>Définir qualité de service. </li></ul><ul><li>Rédaction OLA entre Départements SGBT. </li></ul><ul><li>Sondage de satisfaction. </li></ul><ul><li>Plan de réversibilité. </li></ul>
  7. 7. Evolutions vers Service Desk OPTI/PRO
  8. 8. <ul><li>FLR : First Level Resolution (85%) </li></ul><ul><li>TC : Taken call dans les 5 sec (95%) </li></ul><ul><li>LC : Lost call (5%) </li></ul><ul><li>MTTR (downtime): Mean Time To Repair (92%) </li></ul><ul><li>IWART : Incident within agreed response time (92%) </li></ul><ul><li>Présence = ((A-(B-(2*C)))/A)*100 (88%) </li></ul><ul><ul><li>A : Nombre de jours ouvrable dans le mois </li></ul></ul><ul><ul><li>B : Nombre de jours à 4 opérateur (5 prévu) </li></ul></ul><ul><ul><li>C : Nombre de jours avec moins que 4 opérateurs (5 prévu) </li></ul></ul>Key Performance Indicators (1)
  9. 9. Key Performance Indicators (2) SLA pondération = KPI * pondération L’objective du mois = ∑ SLA pondération / ∑ pondération Résultat SLA réalisé = ∑(SLA réalisé * % réalisé pondéré) Objective résultat du mois : résultat SLA réalisé ≥ l’objective du mois MOIS (KPI valable pour 3 mois) RESULTAT   Item SLA défini à 3 mois Pondération SLA * pondération SLA réalisé % réalisé Pondéré FLR - Percentage First Line Resolution 85% 0,75 0,64 0% 0,00 TC - Percentage Taking Calls within 5&quot; 95% 0,50 0,48 0% 0,00 100% - LC - Lost Calls after 5&quot; 95% 1,00 0,95 0% 0,00 MTTR - Percentage Mean time To Repair < 15' (1st Line) 92% 0,75 0,69 0% 0,00 IWART - Incidents Within Agreed Response Time 92% 1,00 0,92 0% 0,00 PRESENCE - présence sur les opérateurs service Desk 88% 0,50 0,44 0% 0,00 Total             91,56%   0,00%
  10. 10. Objectifs du mois
  11. 11. Arbre des Priorités
  12. 12. Priorité = IMPACT + URGENCE Les criticités sont défini dans le SLA. Priorités Criticité SLA 1 2 h 2 4 h 3 12 h 4 24 h Criticité SLA 1 2 h 2 4 h 3 12 h 4 24 h
  13. 13. <ul><li>Livrable L6 - V1.4 </li></ul><ul><li>Mode de gouvernance </li></ul><ul><li>Livrable L9 - V1.2 </li></ul><ul><ul><li>Incident management </li></ul></ul><ul><ul><li>Problem management </li></ul></ul><ul><ul><li>Change management </li></ul></ul><ul><ul><li>Service Level Management </li></ul></ul><ul><ul><li>Livrable L11 - V1.5 </li></ul></ul><ul><ul><li>Plan de qualité de service </li></ul></ul><ul><ul><li>Livrables L13 - V 2.0 </li></ul></ul><ul><ul><li>Guide de bonne conduite </li></ul></ul><ul><ul><li>Livrable L 14 - V1.3 </li></ul></ul><ul><ul><li>Définitions des métriques de suivi SLM </li></ul></ul>Formalisation des bonnes pratiques
  14. 14. FLOW CHART INCIDENT MANAGEMENT
  15. 15. Support Johnson & Johnson Wim van Der Sloten – Operations manager
  16. 16. Externalisation d’un « Service Desk » <ul><li>Ferrero </li></ul><ul><li>Industrie / Alimentaire </li></ul><ul><li>Le projet « Outsourcing Service Desk et Accompagnement au changement » a pour but de professionnaliser le support IT de Ferrero : </li></ul><ul><ul><li>Optimiser la gestion quotidienne du Help Desk 1 er niveau en structurant les procédures et en passant en mode service (Service Level Management) </li></ul></ul><ul><ul><li>Accélérer le projet de centralisation d’un hub de support européen sur le site Luxembourgeois du Groupe Ferrero. </li></ul></ul><ul><li>Ferrro est l’un des leaders mondiaux des produits de chocolaterie. Ferrero propose une large gamme de produits tels que Kinder, Nutella, Mon Chéri, Ferrero Rocher, … </li></ul><ul><li>1500 jours </li></ul><ul><li>Mars 2004 </li></ul><ul><li>à Mars 2010 </li></ul><ul><li>6 consultants </li></ul><ul><li>Structuration du Help Desk actuel pour le passer en mode « Services » </li></ul><ul><li>Responsabilité des prestations Service Desk de niveau 1 et niveau 2 avec engagement de résultat : </li></ul><ul><ul><li>Equipe (garantie de disponibilité, formation, motivation) </li></ul></ul><ul><ul><li>KPI (suivi et respects des objectifs) </li></ul></ul><ul><ul><li>Responsabilité du projet </li></ul></ul><ul><li>Préparation de la centralisation du Service desk européen sur la plateforme Luxembourgeoise. </li></ul><ul><li>Analyse (AS-IS au TO-BE) et mise en place d’une méthodologie basée sur ITIL </li></ul><ul><li>Project Management & Quality management </li></ul><ul><li>Engagement sur des livrables concrets (Cahier de service, catalogue de service, OLA, SLA, KPI,…) </li></ul>
  17. 17. Création d’un « Service Desk » <ul><li>Bancaire </li></ul><ul><li>Assister la SGBT dans l’organisation de son IT Service Desk. </li></ul><ul><li>Accompagnement aux changements avec transfert de connaissance vers le responsable Service Desk de la SGBT. AUSY assistera la SGBT dans la validation et la mise en œuvre des différents dispositifs et procédures qui s’inscrivent dans le périmètre du Service Desk. </li></ul><ul><li>Société Générale Bank & Trust, </li></ul><ul><li>une banque multimétiers au Luxembourg depuis 1893 </li></ul><ul><li>120 jours </li></ul><ul><li>Mai 2008 </li></ul><ul><li>Novembre 2008 </li></ul><ul><li>1 consultant </li></ul><ul><li>Analyse de la situation actuelle </li></ul><ul><li>Formalisation des procédures et du catalogue des services </li></ul><ul><li>Définition du Service Level Management (SLM) et des Service Level Agreement (SLA, OLA) </li></ul><ul><li>Indicateurs (KPI) et réunions de suivi </li></ul><ul><li>Mise en place de l’équipe service desk en mode engagement de service et accompagnement à la conduite des changements </li></ul><ul><li>Analyse (AS-IS au TO-BE) et mise en place d’une méthodologie basée sur ITIL </li></ul><ul><li>Project Management & Quality management </li></ul><ul><li>Engagement sur des livrables concrets (Cahier de service, catalogue de service, OLA, SLA, KPI,…) </li></ul><ul><li>Sondage de satisfaction avec Sphinx. </li></ul>
  18. 18. Gestion d’un « Service Desk » <ul><li>Bancaire </li></ul><ul><li>La gestion quotidienne de ce Centre de Services sur base d’un engagement de niveau de services pour des prestations de niveau 1 (IT Service Desk / Centre de Services / SDM) </li></ul><ul><li>Le mise en place d’un SLM indépendant assuré mensuellement </li></ul><ul><li>Société Générale Bank & Trust, </li></ul><ul><li>une banque multi métiers au Luxembourg depuis 1893 </li></ul><ul><li>3750 jours </li></ul><ul><li>Mai 2008 </li></ul><ul><li>Mai 2011 </li></ul><ul><li>5 consultants </li></ul><ul><li>Structuration du Help Desk actuel pour le passer en mode « Services » </li></ul><ul><li>Responsabilité des prestations Service Desk de niveau 1 et niveau 2 avec engagement de résultat : </li></ul><ul><ul><li>Equipe (garantie de disponibilité, formation, motivation) </li></ul></ul><ul><ul><li>KPI (suivi et respects des objectifs) </li></ul></ul><ul><ul><li>Responsabilité du projet </li></ul></ul><ul><li>Préparation de la centralisation du Service desk européen sur la plateforme Luxembourgeoise. </li></ul><ul><li>Analyse (AS-IS au TO-BE) et mise en place d’une méthodologie basée sur ITIL </li></ul><ul><li>Project Management & Quality management </li></ul><ul><li>Engagement sur des livrables concrets (Cahier de service, catalogue de service, OLA, SLA, KPI,…) </li></ul>
  19. 19. Audit et sondage de satisfaction « Service Desk » <ul><li>Monde financier </li></ul><ul><li>La gestion quotidienne de ce Centre de Services sur base d’un avec engagement de niveau de services des prestations de niveau 1 (IT Service Desk / Centre de Services) </li></ul><ul><li>Le mise en place d’un SLM indépendant assuré mensuellement </li></ul><ul><li>Société Générale Bank & Trust, </li></ul><ul><li>une banque multimétiers au Luxembourg depuis 1893 </li></ul><ul><li>15 jours </li></ul><ul><li>Mai 2009 </li></ul><ul><li>1 consultant </li></ul><ul><li>Audit du service Desk existante </li></ul><ul><li>Sondage de satisfaction des utilisateurs </li></ul><ul><li>Evaluation et recommandations </li></ul><ul><li>Mettre en place des KPI </li></ul><ul><li>Création le processus Incident Management basé sur ITIL </li></ul><ul><li>Analyse (AS-IS au TO-BE) et mise en place d’une méthodologie basée sur ITIL </li></ul><ul><li>Project Management & Quality management </li></ul><ul><li>Engagement sur des livrables concrets (Cahier de service, catalogue de service, OLA, SLA, KPI,…) </li></ul><ul><li>Sondage par surveymonkey ( www.surveymonkey.com ) </li></ul>
  20. 20. Mise à disposition des opérateurs d’un « Service Desk » <ul><li>Industrie </li></ul><ul><li>La gestion quotidienne du Centre de Services de niveau 1 (IT Service Desk / Centre de Services) </li></ul><ul><li>Fluxys : gestionnaire indépendant de l’infrastructure de transport de gaz naturel en Belgique </li></ul><ul><li>1300 jours </li></ul><ul><li>2008 - 2010 </li></ul><ul><li>3 consultants </li></ul><ul><li>Structuration du Help Desk actuel pour le passer en mode « Services » </li></ul><ul><li>Responsabilité des prestations Service Desk de niveau 1 avec engagement de résultat : </li></ul><ul><ul><li>Equipe (garantie de disponibilité, formation, motivation) </li></ul></ul><ul><ul><li>KPI (suivi et respects des objectifs) </li></ul></ul><ul><li>Analyse (AS-IS au TO-BE) et mise en place d’une méthodologie basée sur ITIL </li></ul><ul><li>Project Management & Quality management </li></ul><ul><li>Engagement sur des livrables concrets (Cahier de service, catalogue de service, OLA, SLA, KPI,…) </li></ul>

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