1. Service Desk Incident Management Problem Management Configuration Management Change Management Release Management
GOALS GOALS GOALS GOALS GOALS GOALS
Providing a SPOC for customers To restore normal service operation as To minimize the adverse impact of incidents To account for all IT assets, configurations To ensure standard methods and procedures To plan and manage releases to the customer
quickly as possible and minimize adverse and Problems on the business that are caused and services within organization are used for efficient and prompt handling of successfully
Facilitating the restoration of normal
impact on business operations by errors within the IT Infrastructure, and to all changes
operational service with minimal business To provide accurate information and To consider all technical and non-technical
prevent recurrence of incidents relating to
impact on the customer within agreed SLA documentation on configurations and assets aspect of a release by taking a holistic view of
To minimize the adverse impact of change
those errors
levels and business priorities to other SM processes upon service quality implementing changes to IT services
In order to achieve this goal, Problem To provide a sound basis for incident, To assess the potential benefits of change to
Management seeks to get to the root cause of problem, change and release management the organization against the risk and
Incidents and then initiate actions to improve associated costs to the organisation
To verify configuration record and correct
or correct the situation exceptions
OBJECTIVES OBJECTIVES OBJECTIVES OBJECTIVES OBJECTIVES OBJECTIVES
To provide a single point of contact for Restore normal service as quickly as possible To provide accurate configuration To plan the successful roll-out of software
Customers information and related hardware
Minimize the adverse impact if incident to the
business
To facilitate the restoration of normal To define and document processes and To design and implement efficient procedures
operational service with minimal business procedures for the distribution and installation of changes
Proactively identify enhancements to services
impact on the Customer within agreed service to IT systems
To identify, label and record CI
Check accuracy of configuration details
levels and business priorities To communicate and manage the expectations
To control and store authorized specifications
Minimize the risk of lost incidents
of the customer
documentation and software
Monitor for SLA compliance
To ensure implementations are traceable,
To report on status and history of CIs
Collect management information
secure and that only correct, authorized and
To record changes to CI in a timely way
tested version are installed
To audit physical items and reconcile any
To agree the exact content and roll-out plan
differences between them and the CMDB
for the release, trough liaison with change
To educate and train in control processes
mgt.
To produce metrics on CI, changes and
To ensure that master copies of all software
releases
are secure and that the CMDB is updated
To audit and report and exceptions to
To ensure that all hardware being rolled out
standards and procedures
or changed is secure and traceable, using the
service of configuration management.
PROCESS PROCESS PROCESS PROCESS PROCESS PROCESS
This is a FUNCTION Problem control
Detection and recording Planning Initiating and logging Release planning
Problem identification and recording
Classification and initial support Identification Initial filtering Release design build and configuration
Problem Classification
Investigation and diagnosis Control Allocating initial priority Release acceptance
Problem investigation and diagnosis
Resolution and recovery Status accounting Categorization Roll out planning
RFC and Problem resolution and closure
Closure Verification and auditing Assessing impact and resource Communication Preparation and training
Error Control
Ownership Monitoring tracking and Authorizing and approving Distribution and installation
Error identification and recording
communication Scheduling Release mgmt and CMDB
Error assessment Building
Record error resolution Testing
Close any open incidents and then Problem Implementing
Reviewing
ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES
Receiving calls, first-line customer liaison Incident detection and recording Problem control Planning Accept Changes Release Policy and planning
Recording and tracking incidents and Classification and initial support Error control Identification Prioritize and classify changes Release design, build and configuration
complaints Proactive problem management
Investigation and diagnosis Control Coordinate change impact assessment Release acceptance, sign-off for
implementation
Keeping customers informed on request status Identifying trends
Resolution and recovery Status accounting Coordinate approval of changes
and progress Targeting Support Action Rollout Planning
Incident closure Verification and auditing Coordinate scheduling of changes
Making an initial assessment of requests, Prevention of Inc&Problems Extensive Testing
Incident ownership, monitoring, tracking and Coordinate implementation of changes
attempting to resolve them or refer them to communication Obtaining management information Communication, preparation and training
Conduct post implementation reviews
Monitoring and escalation procedures relative Major problems reviews HW and SW audit prior to Implementation of
Provide management information about
to the appropriate SLA Identifying problems Change
Change Management quality and operations
Closing incidents and confirmation with the Installation of new or upgraded SW
customers Storage of Controlled SW
Coordinating second and third line support Release, Distribution and the Installation of
Highlighting Customer Education & Training SW
Needs
INPUTS INPUTS INPUTS INPUTS INPUTS INPUTS
Incident details sourced from Service Desk, Incident details RFCs Release definition
networks or computer operations CMDB details CMDB Release Plans, Test plans & Acceptance
FSC – Forward Schedule of Changes Criteria
Configuration details from CMDB Incident Management workarounds
Response from Incident matching against Copies of Installation media and instructions
Problems and Known Errors
Resolution details
OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS
CSF: RFC for Incident resolution Known errors FSC Detailed Release & Build instructions
Customer requirements and Business Needs Updated Incident record (incl. resolution RFCs RFCs Purchase orders, licences & warranties for 3rd
have to be understood well and/or Work-arounds) party HW and SW
Updated and Closed problems CAB minutes and actions
Training of Customers and SD Staff Resolved and closed Incidents Automated installation scripts and test plans
Updates to Incidents Change Management Reports
Objectives, Goals and Deliverables defined Communication to Customers Management Master copies of install. Media and install.
Management Information
Service Levels - defined, agreed upon and information (reports) Instructions (stored in DSL)
regularly reviewed Back-out procedures
Benefits accepted by the business Tested Install procedures, Release
Components, backout procedures
Known errors tobe carried into live env.

2. Service Desk Incident Management Problem Management Configuration Management Change Management Release Management
BENEFITS BENEFITS BENEFITS BENEFITS BENEFITS BENEFITS
A prime deliverer of customer satisfaction Reduced advise business impact, increasing A cycle of increasing IT quality accurate information on CIs and their Less adverse impact of changes on the quality Ability to cope with higher frequency of
with IT effectiveness documentation of IT services and SLA releases without sacrificing IT service quality
Reduced number of avoidable incidents
SPOC allowing improved accessibility Better staff utilization, greater efficiency Controlling valuable CIs A better assessment of the cost of proposed Greater success rate of releases
Reduced impact on service availability
changes, before it is incurred
Request dealt with faster and better Systems enhancements and amendments may adherence to legal obligations Consistency of releases
Quicker recovery
be identified A reduction in the number of changes that
Improved teamwork and communication financial and expenditure planning Minimal disruption to service
Improved organizational learning
System of escalation – minimizing have to be backed-out, but an ability to be
Facilitation of proactive approach Making software Changes visible Known quality of hardware and software in
Improved customer productivity
able to do this more easily
detrimental effect on service availability live use
Reduced Business impact of failures Contributing to contingency planning
Learn from past experiences
An ability to absorb a higher level of change
More accurate CMDB information Stability of test and live environment
Improved control and management of Supporting and improving Release
Good reputation for IT department
without difficulty
(verification of CIs by SD)
infrastructure Management Ability to set expectation with publication of
Greater control of IT services trough
Increased visibility and communication of
Coordinated and improved MI an advance release Schedule
Better usage of IT staff Improving security by controlling the
management information
changes to both business and service support
Improved monitoring, allowing performance versions of CIs in use Reduction in Incidents caused by poor release
Increased Business productivity
staff
measurement against the SLA Enabling the organisation to reduce the use of Audit trail of changes to the live environment
The provision of meaningful management
Improved risk assessment
Elimination of lost or incorrect Incidents and unauthorised software
information Reduced risk of unauthorized, illegal or
Improved Problem and Availability mgt.
Service Requests Allowing the organisation to perform impact malicious software
Improved customer perception and
trough the use of valuable management
Reference to known errors and solutions, analysis and schedule Changes safely,
satisfaction Reduced time to release and fewer delays
information relating to changes
reducing reassessment of similar incidents efficiently and effectively Fewer Releases to be implemented
Increased productivity of key staff as less
Improved customer satisfaction Providing Problem Management with data on
need for diversion from planned duties to
trends
implement urgent changes or back our
erroneous changes
PROBLEMS PROBLEMS PROBLEMS PROBLEMS PROBLEMS PROBLEMS
No visible management and staff commitment Ineffective Incident Management Process Wrong CI detail level Implementing on over bureaucratic process Resistance from staff
Lack of clarify about business needs No reliable historical data for trend analysis adequate initial analysis and design attempt to bypass the process Circumvention of procedures may be
Limited integration – incidents, problems, Paper based system – bottleneck attempted
Working practices not reviewed or changed Configuration Management implemented in
Cultural difficulties – getting buy-in
errors isolation Staff may keep using emergency fixes
Poorly defined service objectives
Limited integration with development Lack of commitment to maintaining accuracy Reluctance to carry out a controlled build
No agreed customer service levels Contracts and third parties
Insufficient time for proactive work New versions are not installed on time at
Lack of knowledge for resolving Incidents Scope of change is too wide
remote locations
Bypassing the service desk
Inadequate training staff Ownership of impact systems is unclear
Unclear ownership and responsibilities
Inability to build effective knowledge base
Lack of integration with other processes Lack of configuration management
Release management procedures seen as
Inaccurate assessment of business impact
Lack of automated tools Inaccurate configuration detailes leading to
cumbersome and expensive
poor impact assessment
Lack of management and staff commitment
Resistance to change
Unavailable resources for adequate testing
Cultural difficulties Lack of management commitment
Unavailable machine and network resources
Poor sinchronisation of upgrades between
A lack of understanding of the release
platforms and across locations
Staff may be reluctant to back out from a
Back-out procedures are missing or un-tested
release
Handling of urgent changes
Poor testing environments and procedures
Progressing RFC is too manually intensive
may exist
Complex distributed or mobile infrastructure
Time-scales (too ambitious)
Lack of resources (people, products)
Skills RESPONSIBILITIES IM RESPONSIBILITIES PM RESPONSIBILITIES CONF MNGR RESPONSIBILITIES CHANGE MNGR ROLES AND RESPONSIBILITIES MIXED
WITH CHANGE, RELEASE AND TEST
Customer-focused Efficiency and effectiveness of IM process Developing and maintaining the process Works toward overall objectives agreed with Receive, log and allocate priority to all RFCs.
MANAGER
the IT Service Manager; implements Rejects unapproprial RFCs
articulate and methodical Producing management information Reviewing effectiveness and efficiency of
company’s Configuration Management Policy Roles defined centrally as required for
problem cont. error cont. and proactive Table RFCs for CAB meetings
trained in interpersonal skills Managing work
and standards specific Releases
functions Decides meeting participants according to
multilingual (if required) Developing and maintaining IM system
Roles “mixed” depending on package,
Evaluates existing ConfMngt systems and the
Producing management information RFC nature
RESPONSIBILITIES SD
able to understand the business's objectives
urgency, project…
design, their implementation, improvements;
Managing staff Convene Urgent CAB or CAB/EC meetings
Registering incidents
able to understand and accept that
for all URGENT RFC’s
Planning resources, monitoring and reporting ARCI Matrix (i.e. from RFC-Assessment-
Allocating support effort
Routing calls to support groups
the Customer's Problem affects the business
on progress against plan development-Testing-Implementing-
Chair ALL CAB meetings
Developing and maintaining tools
Initial support and classification
without the Customer there is no support
Audit&Review-Closure-CMDB update)
Proposes and agrees scope of Conf Mngt;
RESPONSIBILITYES Support staff Authorise acceptable Changes (according to
department Resolving and closing inc. at first contact
items to be controlled, information to be CAB decisions)
Identifying problems
the Customer is an expert in their own field Owning monitoring tracking and
recorded Issue FSC via Service Desk
Investigating problems and solutions
communicating
genuinely wanting to deliver a first-class
Develops (ConMngt) standards, plans and Liaise with all parties to Coordinate change
Raising RFCs
service. Closing incidents with customer agreement
procedures building, testing and implementation
RESPONSIBILITIES Specialists Monitoring and managing progress on known
general interpersonal skills
Raises awareness for new ConfM procedures Update Change log with progress
error resolution
Handling service request
telephone techniques
Recruitment and training of staff Review implemented changes
Advise Incident management staff on best
Monitoring incident details
writing techniques (letter, email, voice)
Evaluates Conf Mngt tools
workarounds Review all outstanding RFCs waiting
Investigation and diagnosis
active listening and questioning
Directly or indirectly customizes tools consideration or action
Assist in managing major incidents and
Detecting possible problems and assigning
stress and complaint management.
Ensures that correct roles and responsibilities
problems Analyze Change records to identify trends or
them to problem management process
are defined in Conf Mngt plans and apparent problems that can occur
Trend analyses
Resolution and recovery of incidents
procedures Close RFCs
Identifying source of potential Problems
Informing Service desk of progress
Naming conventions proposal Management reporting
Raising RFC to prevent Problems
Proposes and/or agrees interfaces with
Preventing Problems to be replicated
Change Mngt, Problem, Release, Network,
Instigating major problem reviews
Operations Mngt…
Plans and executes population of CMDB
Ensures regular housekeeping of
CMDBprovides management reports
Perform Configuration audits
Actions to secure funds for infrastructure &
staffing
Assists auditors on audits

3. Key Performance Indicators CRITICAL SUCCESS FACTORS Key Performance Indicators Key Performance Indicators Key Performance Indicators Key Performance Indicators
Ensure Long Term Customer Retention and Avoiding Repeated Incidents Managing Configuration Item Information Controlling Changes Producing Operable Solutions
Up-to-date CMDB
Satisfaction: Number of repeat incidents Number of Configuration Items logged and Number of RFCs processed Number of implementations bypassing CM
Knowledge Base
tracked
Percent Of Customers Given Satisfaction Number of existing Problems Number of RFCs rejected Number of implementations utilizing non-
Automated Incident Management system
Surveys standard components
Number of Configuration Items with attribute
Number of existing Known Errors Number of unauthorized changes detected
Close link to SLM for SLA targets
Customer Satisfaction Rating Of SD failures
Minimizing Impact Of Problems Number of implementations utilizing non-
Number of RFCs implemented on schedule
Key Performance Indicators
Percent Of Caller Hold Times Within Service Number of changes to Configuration Item licensed components
Average time for diagnosis of Problems
Numbers of Incidents Number of RFCs requiring reschedules
Targets attributes Number of implementations non-authorized
Average time for resolution of KE Making Quick and Accurate Changes Based On
Mean time to resolution
Percent Of Calls Responded To Within Number of additional Configuration Items Business Priorities Number of incidents caused by releases
Number of open Problems
Percentage within agreed response time
Service Targets Number of deletions of Configuration Items Number of RFCs marked as URGENT Number of failed Releases
Number of open Known Errors
Average cost per Incident
Number Of Incident Records Not Yet Closed Number and frequency of exceptions in Controlling Releases Into Production
Number of RFCs not tested prior to
Number of repeat Problems
Percentage closed by Service Desk
configuration audits
Number Of Calls Abandoned implementation Number of Releases implemented without a
Number of Major Incident/Problem reviews
Incidents per SD workstation
Assist In The Identification Of Business Providing Capability To Perform Risk Analysis corresponding RFC
Number of RFCs that failed
Percentage resolved without a visit
Opportunities: Of Changes and Releases Number of urgent releases
Number of RFCs without business case
Number Of Calls Referred To Sales Number of incidents caused by inaccurate Number of releases implemented but not
Number of RFCs bypassing CAB or CAB/EC
Organization configuration data adequately tested
Protecting Services When making Changes
Dollar Value Of Referred Calls To Sales Percentage of Services tracked with Number of releases implemented without
Number of SEV1 incidents caused by RFC
Organization Configuration Items versus known products operational assurance
implementation
Reduce Support Costs By Efficient Use Of and services Implementing Releases Into Production On
Number of SEV2 incidents caused by RFC
Resources and Technologies: Time
implementation
Percent Of Calls Resolved At The Service Number of Releases implemented
Number of other incidents caused by RFC
Desk Without Escalation Number of Releases implemented late
implementation
Staff Turnover Rate Number of RFCs without a backup strategy
Overall Cost Per Call.
Generic Benefits
Better alignment of IT Services to Business Needs
Improved quality of service – more reliable business support
More justifiable services from business perspectives
More Services uptime, less disruption to business
Save $$
Effective and efficient use of resources
Money invested in the right area
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