Service Desk Incident Management
GOALS
Providing a SPOC for customers
Facilitating the restoration of normal
operational service with minimal business
impact on the customer within agreed SLA
levels and business priorities
OBJECTIVES
To provide a single point of contact for
Customers
To facilitate the restoration of normal
operational service with minimal business
impact on the Customer within agreed service
levels and business priorities
PROCESS
This is a FUNCTION
ACTIVITIES
Receiving calls, first-line customer liaison
Recording and tracking incidents and
complaints
Keeping customers informed on request status
and progress
Making an initial assessment of requests,
attempting to resolve them or refer them to
Monitoring and escalation procedures relative
to the appropriate SLA Identifying problems
Closing incidents and confirmation with the
customers
Coordinating second and third line support
Highlighting Customer Education & Training
Needs
INPUTS
OUTPUTS
CSF:
Customer requirements and Business Needs
have to be understood well
Training of Customers and SD Staff
Objectives, Goals and Deliverables defined
Service Levels - defined, agreed upon and
regularly reviewed
Benefits accepted by the business
Problem Management
GOALS
To restore normal service operation as
quickly as possible and minimize adverse
impact on business operations
OBJECTIVES
Restore normal service as quickly as possible
Minimize the adverse impact if incident to the
business
Proactively identify enhancements to services
Check accuracy of configuration details
Minimize the risk of lost incidents
Monitor for SLA compliance
Collect management information
PROCESS
Detection and recording
Classification and initial support
Investigation and diagnosis
Resolution and recovery
Closure
Ownership Monitoring tracking and
communication
ACTIVITIES
Incident detection and recording
Classification and initial support
Investigation and diagnosis
Resolution and recovery
Incident closure
Incident ownership, monitoring, tracking and
communication
INPUTS
Incident details sourced from Service Desk,
networks or computer operations
Configuration details from CMDB
Response from Incident matching against
Problems and Known Errors
Resolution details
OUTPUTS
RFC for Incident resolution
Updated Incident record (incl. resolution
and/or Work-arounds)
Resolved and closed Incidents
Communication to Customers Management
information (reports)
Configuration Management Change Management Release Management
GOALS GOALS GOALS GOALS
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
and Problems on the business that are caused and services within organization are used for efficient and prompt handling of successfully
by errors within the IT Infrastructure, and to To provide accurate information and all changes To consider all technical and non-technical
prevent recurrence of incidents relating to documentation on configurations and assets To minimize the adverse impact of change aspect of a release by taking a holistic view of
those errors 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 To verify configuration record and correct associated costs to the organisation
or correct the situation exceptions
OBJECTIVES OBJECTIVES OBJECTIVES OBJECTIVES
To provide accurate configuration To plan the successful roll-out of software
information and related hardware
To define and document processes and To design and implement efficient procedures
procedures for the distribution and installation of changes
To identify, label and record CI to IT systems
To control and store authorized specifications To communicate and manage the expectations
documentation and software of the customer
To report on status and history of CIs To ensure implementations are traceable,
To record changes to CI in a timely way secure and that only correct, authorized and
To audit physical items and reconcile any tested version are installed
differences between them and the CMDB To agree the exact content and roll-out plan
To educate and train in control processes for the release, trough liaison with change
To produce metrics on CI, changes and mgt.
releases To ensure that master copies of all software
To audit and report and exceptions to are secure and that the CMDB is updated
standards and procedures To ensure that all hardware being rolled out
or changed is secure and traceable, using the
service of configuration management.
PROCESS PROCESS PROCESS PROCESS
Problem control Planning Initiating and logging Release planning
Problem identification and recording Identification Initial filtering Release design build and configuration
Problem Classification Control Allocating initial priority Release acceptance
Problem investigation and diagnosis Status accounting Categorization Roll out planning
RFC and Problem resolution and closure Verification and auditing Assessing impact and resource Communication Preparation and training
Error Control Authorizing and approving Distribution and installation
Error identification and recording 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
Problem control Planning Accept Changes Release Policy and planning
Error control Identification Prioritize and classify changes Release design, build and configuration
Proactive problem management Control Coordinate change impact assessment Release acceptance, sign-off for
Identifying trends Status accounting Coordinate approval of changes implementation
Targeting Support Action Verification and auditing Coordinate scheduling of changes Rollout Planning
Prevention of Inc&Problems Coordinate implementation of changes Extensive Testing
Obtaining management information Conduct post implementation reviews Communication, preparation and training
Major problems reviews Provide management information about HW and SW audit prior to Implementation of
Change Management quality and operations Change
Installation of new or upgraded SW
Storage of Controlled SW
Release, Distribution and the Installation of
SW
INPUTS INPUTS INPUTS INPUTS
Incident details RFCs Release definition
CMDB details CMDB Release Plans, Test plans & Acceptance
Incident Management workarounds FSC – Forward Schedule of Changes Criteria
Copies of Installation media and instructions
OUTPUTS OUTPUTS OUTPUTS OUTPUTS
Known errors FSC Detailed Release & Build instructions
RFCs RFCs Purchase orders, licences & warranties for 3rd
Updated and Closed problems CAB minutes and actions party HW and SW
Updates to Incidents Change Management Reports Automated installation scripts and test plans
Management Information Master copies of install. Media and install.
Instructions (stored in DSL)
Back-out procedures
Tested Install procedures, Release
Components, backout procedures
Known errors tobe carried into live env.
 Service Desk
BENEFITS
A prime deliverer of customer satisfaction
with IT
SPOC allowing improved accessibility
Request dealt with faster and better
Improved teamwork and communication
Facilitation of proactive approach
Reduced Business impact of failures
Improved control and management of
infrastructure
Better usage of IT staff
Increased Business productivity
The provision of meaningful management
information
Improved customer perception and
satisfaction
PROBLEMS
Skills
Customer-focused
articulate and methodical
trained in interpersonal skills
multilingual (if required)
able to understand the business's objectives
able to understand and accept that
the Customer's Problem affects the business
without the Customer there is no support
department
the Customer is an expert in their own field
genuinely wanting to deliver a first-class
service.
general interpersonal skills
telephone techniques
writing techniques (letter, email, voice)
active listening and questioning
stress and complaint management.
Incident Management
BENEFITS
Reduced advise business impact, increasing
effectiveness
Better staff utilization, greater efficiency
Systems enhancements and amendments may
be identified
System of escalation – minimizing
detrimental effect on service availability
More accurate CMDB information
(verification of CIs by SD)
Coordinated and improved MI
Improved monitoring, allowing performance
measurement against the SLA
Elimination of lost or incorrect Incidents and
Service Requests
Reference to known errors and solutions,
reducing reassessment of similar incidents
Improved customer satisfaction
PROBLEMS
No visible management and staff commitment
Lack of clarify about business needs
Working practices not reviewed or changed
Poorly defined service objectives
No agreed customer service levels
Lack of knowledge for resolving Incidents
Inadequate training staff
Lack of integration with other processes
Lack of automated tools
Resistance to change
RESPONSIBILITIES IM
Efficiency and effectiveness of IM process
Producing management information
Managing work
Developing and maintaining IM system
RESPONSIBILITIES SD
Registering incidents
Routing calls to support groups
Initial support and classification
Resolving and closing inc. at first contact
Owning monitoring tracking and
communicating
Closing incidents with customer agreement
RESPONSIBILITIES Specialists
Handling service request
Monitoring incident details
Investigation and diagnosis
Detecting possible problems and assigning
them to problem management process
Resolution and recovery of incidents
Informing Service desk of progress
Problem Management
BENEFITS
A cycle of increasing IT quality
Reduced number of avoidable incidents
Reduced impact on service availability
Quicker recovery
Improved organizational learning
Improved customer productivity
Learn from past experiences
Good reputation for IT department
Greater control of IT services trough
management information
PROBLEMS
Ineffective Incident Management Process
No reliable historical data for trend analysis
Limited integration – incidents, problems,
errors
Limited integration with development
Insufficient time for proactive work
Bypassing the service desk
Inability to build effective knowledge base
Inaccurate assessment of business impact
Lack of management and staff commitment
Cultural difficulties
RESPONSIBILITIES PM
Developing and maintaining the process
Reviewing effectiveness and efficiency of
problem cont. error cont. and proactive
functions
Producing management information
Managing staff
Allocating support effort
Developing and maintaining tools
RESPONSIBILITYES Support staff
Identifying problems
Investigating problems and solutions
Raising RFCs
Monitoring and managing progress on known
error resolution
Advise Incident management staff on best
workarounds
Assist in managing major incidents and
problems
Trend analyses
Identifying source of potential Problems
Raising RFC to prevent Problems
Preventing Problems to be replicated
Instigating major problem reviews
Configuration Management
BENEFITS
accurate information on CIs and their
documentation
Controlling valuable CIs
adherence to legal obligations
financial and expenditure planning
Making software Changes visible
Contributing to contingency planning
Supporting and improving Release
Management
Improving security by controlling the
versions of CIs in use
Enabling the organisation to reduce the use of
unauthorised software
Allowing the organisation to perform impact
analysis and schedule Changes safely,
efficiently and effectively
Providing Problem Management with data on
trends
PROBLEMS
Wrong CI detail level
adequate initial analysis and design
Configuration Management implemented in
isolation
Lack of commitment to maintaining accuracy
RESPONSIBILITIES CONF MNGR
Works toward overall objectives agreed with
the IT Service Manager; implements
company’s Configuration Management Policy
and standards
Evaluates existing ConfMngt systems and the
design, their implementation, improvements;
Planning resources, monitoring and reporting
on progress against plan
Proposes and agrees scope of Conf Mngt;
items to be controlled, information to be
recorded
Develops (ConMngt) standards, plans and
procedures
Raises awareness for new ConfM procedures
Recruitment and training of staff
Evaluates Conf Mngt tools
Directly or indirectly customizes tools
Ensures that correct roles and responsibilities
are defined in Conf Mngt plans and
procedures
Naming conventions proposal
Proposes and/or agrees interfaces with
Change Mngt, Problem, Release, Network,
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
Change Management
BENEFITS
Less adverse impact of changes on the quality
of IT services and SLA
A better assessment of the cost of proposed
changes, before it is incurred
A reduction in the number of changes that
have to be backed-out, but an ability to be
able to do this more easily
An ability to absorb a higher level of change
without difficulty
Increased visibility and communication of
changes to both business and service support
staff
Improved risk assessment
Improved Problem and Availability mgt.
trough the use of valuable management
information relating to changes
Increased productivity of key staff as less
need for diversion from planned duties to
implement urgent changes or back our
erroneous changes
PROBLEMS
Implementing on over bureaucratic process
attempt to bypass the process
Paper based system – bottleneck
Cultural difficulties – getting buy-in
Contracts and third parties
Scope of change is too wide
Ownership of impact systems is unclear
Lack of configuration management
Inaccurate configuration detailes leading to
poor impact assessment
Lack of management commitment
Poor sinchronisation of upgrades between
platforms and across locations
Back-out procedures are missing or un-tested
Handling of urgent changes
Progressing RFC is too manually intensive
Complex distributed or mobile infrastructure
Time-scales (too ambitious)
Lack of resources (people, products)
RESPONSIBILITIES CHANGE MNGR
Receive, log and allocate priority to all RFCs.
Rejects unapproprial RFCs
Table RFCs for CAB meetings
Decides meeting participants according to
RFC nature
Convene Urgent CAB or CAB/EC meetings
for all URGENT RFC’s
Chair ALL CAB meetings
Authorise acceptable Changes (according to
CAB decisions)
Issue FSC via Service Desk
Liaise with all parties to Coordinate change
building, testing and implementation
Update Change log with progress
Review implemented changes
Review all outstanding RFCs waiting
consideration or action
Analyze Change records to identify trends or
apparent problems that can occur
Close RFCs
Management reporting
Release Management
BENEFITS
Ability to cope with higher frequency of
releases without sacrificing IT service quality
Greater success rate of releases
Consistency of releases
Minimal disruption to service
Known quality of hardware and software in
live use
Stability of test and live environment
Ability to set expectation with publication of
an advance release Schedule
Reduction in Incidents caused by poor release
Audit trail of changes to the live environment
Reduced risk of unauthorized, illegal or
malicious software
Reduced time to release and fewer delays
Fewer Releases to be implemented
PROBLEMS
Resistance from staff
Circumvention of procedures may be
attempted
Staff may keep using emergency fixes
Reluctance to carry out a controlled build
New versions are not installed on time at
remote locations
Unclear ownership and responsibilities
Release management procedures seen as
cumbersome and expensive
Unavailable resources for adequate testing
Unavailable machine and network resources
A lack of understanding of the release
Staff may be reluctant to back out from a
release
Poor testing environments and procedures
may exist
ROLES AND RESPONSIBILITIES MIXED
WITH CHANGE, RELEASE AND TEST
MANAGER
Roles defined centrally as required for
specific Releases
Roles “mixed” depending on package,
urgency, project…
ARCI Matrix (i.e. from RFC-Assessment-
development-Testing-Implementing-
Audit&Review-Closure-CMDB update)
Key Performance Indicators
Ensure Long Term Customer Retention and
Satisfaction:
Percent Of Customers Given Satisfaction
Surveys
Customer Satisfaction Rating Of SD
Percent Of Caller Hold Times Within Service
Targets
Percent Of Calls Responded To Within
Service Targets
Number Of Incident Records Not Yet Closed
Number Of Calls Abandoned
Assist In The Identification Of Business
Opportunities:
Number Of Calls Referred To Sales
Organization
Dollar Value Of Referred Calls To Sales
Organization
Reduce Support Costs By Efficient Use Of
Resources and Technologies:
Percent Of Calls Resolved At The Service
Desk Without Escalation
Staff Turnover Rate
Overall Cost Per Call.
CRITICAL SUCCESS FACTORS
Up-to-date CMDB
Knowledge Base
Automated Incident Management system
Close link to SLM for SLA targets
Key Performance Indicators
Numbers of Incidents
Mean time to resolution
Percentage within agreed response time
Average cost per Incident
Percentage closed by Service Desk
Incidents per SD workstation
Percentage resolved without a visit
Key Performance Indicators
Avoiding Repeated Incidents
Number of repeat incidents
Number of existing Problems
Number of existing Known Errors
Minimizing Impact Of Problems
Average time for diagnosis of Problems
Average time for resolution of KE
Number of open Problems
Number of open Known Errors
Number of repeat Problems
Number of Major Incident/Problem reviews
Key Performance Indicators
Managing Configuration Item Information
Number of Configuration Items logged and
tracked
Number of Configuration Items with attribute
failures
Number of changes to Configuration Item
attributes
Number of additional Configuration Items
Number of deletions of Configuration Items
Number and frequency of exceptions in
configuration audits
Providing Capability To Perform Risk Analysis
Of Changes and Releases
Number of incidents caused by inaccurate
configuration data
Percentage of Services tracked with
Configuration Items versus known products
and services
Key Performance Indicators
Controlling Changes
Number of RFCs processed
Number of RFCs rejected
Number of unauthorized changes detected
Number of RFCs implemented on schedule
Number of RFCs requiring reschedules
Making Quick and Accurate Changes Based On
Business Priorities
Number of RFCs marked as URGENT
Number of RFCs not tested prior to
implementation
Number of RFCs that failed
Number of RFCs without business case
Number of RFCs bypassing CAB or CAB/EC
Protecting Services When making Changes
Number of SEV1 incidents caused by RFC
implementation
Number of SEV2 incidents caused by RFC
implementation
Number of other incidents caused by RFC
implementation
Number of RFCs without a backup strategy
Key Performance Indicators
Producing Operable Solutions
Number of implementations bypassing CM
Number of implementations utilizing non-
standard components
Number of implementations utilizing non-
licensed components
Number of implementations non-authorized
Number of incidents caused by releases
Number of failed Releases
Controlling Releases Into Production
Number of Releases implemented without a
corresponding RFC
Number of urgent releases
Number of releases implemented but not
adequately tested
Number of releases implemented without
operational assurance
Implementing Releases Into Production On
Time
Number of Releases implemented
Number of Releases implemented late

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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