IT Service improvement
YUBC Internet provider
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Founded in 1989, in Beograd, and its main activities are
telecommunications
Motto: “Quality without compromises”.
Its business is divided into two main sectors: technical
and sector of general affairs.
Clients are offered 24/7 technical support during whole
year.
Following services are offered: Web Hosting, Server
Housing, Domain registration, VOIP, Dial-up , ADSL,
Wireless access
www.yubc.net
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Wireless Internet is achieved by establishing
connection between transmitter (provider) and
receiver (client). For a client to be able to use
wireless internet it is necessary to be inside the
signal coverage area (to have a visual contact)
Business system “YUBC” for Wireless service:
• Goes onsite to check visual contact;
• Assignees IP addresses;
• Provides all necessary equipment for establishing wireless
connection;
• Sets up raido-antenas and tunes them up.
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Areas with potential for improvement:
◦ Recording of observed processes,
◦ Clear definition of roles and responsibilities within
RACI matrix and
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Establishing standard procedures:
Procedure for creation and categorization of
documents
Procedure for document management.
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AS-IS analysis
For event management is used:
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SNIPS,
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Software from hardware manufacturer and
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E-mail notices
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Suggestions for improvement:
1. Procedure for event management and
2. RACI* matrix.
Service
Desk
manager
Service
Desk analyst
Ass. dir. for
tech. sector
Head
administrator
Choice of
event to be
supervised
I
I
A
C
Parameters
for event
alarms
I
I
A
C
Event
discovery
A
R
I
I
I
Action trigger
A
R
I
I
I
Action
analyse
A
R
C/I
Closing up
event
A
R
TT
assembler
*The RACI matrix
is a type of
responsibility
assignment matrix
which is used to
delegate tasks,
activities,
milestones, or
decisions to project
team members.
Each team
member is
designated a role
in the RACI
hierarchy which is
an acronym that
stands for
(Responsible,
Accountable,
Consulted,
Informed).
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AS-IS analysis
• Considerable maturity of process;
• There is no unified record of incidents .
Suggestions for improvement:
1. Incident record,
2. Incident procedure management and
3. RACI matrix.
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Incident
detection
Entering the
incident
Categorization
of incident
Client
Service
Desk
manager
Service
Desk
analyst
Ass. dir. for
tech. sector
Head
administrator
TT
assembler
R/I
A
R
I
I
I
I
A
R
A
R
R/I
I
A
R
R/I
I
Incident priority
Starting support
C
A
R
I
I
I
Solving form
second level of
support
C/I
C
C
A/R
I
R
Solving form
third level of
support
C/I
C
C
C
A/R
C
Closing up the
incident
I
C
R
A
I
I
Proactive
communication
C/I
C
R
A/R
C
C
I
I
I
Incident report
A/R
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AS-IS analysis
• Considerable maturity of process;
• There is no unified, structural record of problems.
Suggestions for improvement:
1. Records of the problems,
2. Database of known errors,
3. Procedure for problems management
4. RACI matrix.
OSTALI
UZROČNICI
Vremenske
nepogode
Delovanje
N.N. lica
OPREMA
PROVAJDERA
RADIO
FREKVENCIJE
Sektorska antena
Nestanak
struje
Napajanje
Bazna stanica
Mešanje
Kablovi
drugih
Korisnička antena
Ruter
uređaja
Point-to-point
Server
dodatna oprema
Switcher
Pogrešna
procena
Kablovi
Neinformisanost
Napajanje Link provajderTelekom
Uređaji
Konfigurisanje
GREŠKA
KORISNIKA
Fizičke
prepreke
OPREMA
KORISNIKA
Međunarodni
linkovi
SMETNJE ILI
PREKID USLUGE
WIRELESS
Link Telekomnjegov provajder
INTERNET LINK
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AS-IS analysis
• Claims – standard changes which should be charged;
• The existing records of clients;
• There are no unified records of claims.
Suggestions for improvement:
1. Records of claims,
2. Extension of user records,
3. Procedure of claim fulfilment and
4. RACI matrix.
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AS-IS analysis
• Every employee enters name and password on its own PC.
Suggestions for improvement:
1. Catalogue of services for internet users,
2. Procedure of access management and
3. RACI matrix.
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IT Service improvement
Telekom Service Desk
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Organization plans
ISO/IEC 20000
standardization and ITIL
practice
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Existing service desk
◦ Tel, fax, mail, post, web app
special home made
application for damage
report
http://www.telekom.rs/
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Analysis:
◦ Duration:10 days
◦ around 10 000 IT clients
◦ not a single incident, nor
service claim lost
◦ 344 are solved on first level
◦ 107 incidents are solved on
the second level of support
◦ categories have been analysed
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Disadvantages:
◦ the processes of
planning, designing and
IT maintenance are
difficult
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Possible improvements:
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◦
◦
Centralization
Report of all failures
Claim status check
Centralized software
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PROJECT description:
• Purchasing of HP Open View software
• Loading the database – connection between Active
directory and Human Resource database of
employees
• Integration with already used client hardware and
software system
• Establishing connections client-equipment and
equipment-equipment
• Loading the database with data on equipment that is
not being used
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1.
2.
3.
4.
5.
Goals of the project:
helping IT to become service
provider in organization
improve the quality of IT
services
implement and optimize
processes of IT support
services
lower long term expenses for
service providing
create basis for implementing
complete management of IT
services on ITIL
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renewal of normal service
operations as soon as possible
reduce consequences of
incidents on company business
processing and evidencing of all
incidents and service claims so
that there is no loss
referring resources where they
are most needed
provision of information that
enables optimization of support
process, lowering number of
incidents and execution of
management planning
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Phase 1: Delivery of hardware and software
Beginning: Project start date
Deadline: Project start date + 60 days
Phase 2: Service Desk, Incident Management and Problem
Management
Beginning: Project start date
Deadline: Accepted Phase 1 + 90 days
Phase 3: Configuration Management and Change Management
Beginning: Project start date
Deadline: Accepted Phase 1 + 120 days
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Client service is divided into two
groups:
◦ level
one
receives calls, fills in data, sets
priority, resolves basic problems
(password reset, providing
information), forwards cases that
can’t be solved to level two.
◦ level two
solves cases with long distance
approach, forwards cases that
can’t be solved to the work
groups
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Work groups
•
•
•
•
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technicians of different locations,
unidocs,
warehouse clerks,
specialists,
system operators,
network administrators,
safety and protection,
management,
Telecommunication information system (TIS),
Management information system (MIS),
Geographical information system (GIS), etc.
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Benefits gained by introducing
Service Desk:
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automation of the processes that
are monitoring provision of IT
service
improved quality of IT service
provision
reduced response time on
reported error
reduced expenses of service
provision
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created knowledge database
increased user satisfaction knowing
that they can find out at any time
what is going on with their claim
it has began to be measured and
analysed utilization of IT
technicians,
work is being allocated and
stimulated based on analysis
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Continual Service Improvement
“VELKOM” company
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Private company for production and packaging of
powdered and granular products.
For two decades of business company has become
one of the largest manufacturers of various food
additives.
Winner of several gold medals for quality.
http://www.velkom.rs
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Two main areas of improvement: external and
internal
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Defining of desired state or goal: delivery of quality
IT service, increase capacity in accordance with
company development, training staff.
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IT sector of VELKOM company supplies internaly.
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Existing IT service
Improvements regarding changes in the
application: evaluation of suppliers’ reliability,
reporting
Expected result: better risk management
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IT service – application for inventory
Introduction of ERP software package for
production management
Implementation of ERP software includes
engaging specialist consultant team
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Improvement of current service:
◦ accepting orders via e-mail
◦ reporting
◦ analysis of product sales.
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New service: Online shop
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Availability management, information security and
access control
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Current application offers good support in this area
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Different complex financial reports
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Changes according to legal requirements
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Access management and prevention of data
manipulation
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Capacity management – optimizes capability of IT
infrastructure and services
Analysis of the component failure impact
◦ Analysis of service failure
◦ Availability of 24h service
◦ Events that lead to service failure
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Capacity management – proactively oriented
hardware, software and staff support
 Service capacity management
 Capacity management - components
◦ hardware components,
◦ software tools for monitoring, measurement, data
analysis and safety management,
◦ Roles: Measurement manager and Analyst
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Methods of institutionalization of changes:
 Harmonization of changes with organizational
culture
 Communicational strategy and plans
 Service Desk – direct communication of IT supplier
and client
◦ Quick response to a request
◦ Event management
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Most of those who have experience with ITIL
claim that adoption of ITIL doesn’t have
an end point – there is just a starting point
and milestones on the path of measuring
achieved continuous success!
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