- Tom Lynch, CIO, Suffolk University
- Kathleen Witwicki, Manager, IS Support, Graymont
- Justin Johnson, IT Systems Manager, Kansas City Chiefs Football Club
- David Kangethe, ITSM Director, Lifecare International
- Scott Walling, Co-founder, Monitor 24-7
- Graham Furnis, IT Management Consultant, Pink Elephant
- Cathy Downey, Manager, Business Analysis, Graymont
- Ricardo Chavira, Director, Service Desk, Yale University
- Darryl Hobbs, Manager, Service Delivery, NZ Statistics
- Don Gregersen, IT Director, Thorpe Specialty Services Corporation
- Patrick Savard, Sales Enablement Manager, Savard Solutions, LLC
- Olaf Van Der Vossen, Service Manager, CERN
- Reinoud Martens, Service Manager, CERN
- John Borst, Director IT, Enterprise Operations, Cenveo
- Tess Savini, IT Customer Support Manager, Moog
- Todd Felker, Infrastructure and Security Architect, Torrance Memorial Medical Center
- Alison Taylor, Director, Evaluations (retired), Shared Services Canada
- Jan van Bon, Service Management Architect, Inform-IT
- Robert Coules, Consultant, Chelmsford, UK
- Denis Papens, Service Management Tooling, BNP Paribas
- Tushar Dingale, Operational Excellence COE Specialist, Amdocs
- Branimir Valentic, Managing Director, itego element d.o.o.
- Maurice Job, Consultant, Taranaki, New Zealand
- Thomas Powers, Global Support Manager, Avid Technologies
- Rajen Doshi, Senior Business Consultant, Pegasystems
- Service delivery across the business is often disjointed. A lack of consistent processes, tools, and communication across business units leads to inefficient service delivery for end users across the enterprise.
- Non-IT functions need guidance. Business leaders need to make the shift from a task-oriented to a customer-oriented culture, and reduce their reliance on email to manage projects and tasks, but don’t have the time or experience needed to build supporting processes or tools.
- Staff within the business units or business executives may not understand the value of adopting a service management approach to their work.
- Extending the service desk is a win-win-win. Enterprise service management makes other business units more streamlined and efficient while reducing the workload on the service desk and improving the overall user experience and productivity.
- Get more value out of your investment. The more business functions that use the ITSM solution, the better the ROI on the tool and the greater the savings through application rationalization.
- Position IT as a leader. Extending service management to other business functions not only benefits the business but also gives IT an opportunity to further demonstrate its worth and the value of ITSM.
Impact and Result
- Extending IT service management functions and capabilities to other business functions improves efficiency and service delivery and also positions IT as a strategic partner and leader.
- Service managers in IT need to help business leaders define a feasible service, build the related user-facing processes and workflows, and coach staff as they extend the scope of the service desk to other business.
- CIOs should champion enterprise service management to garner support for the initiative among management and peers.
This guided implementation is a nine call advisory process.
Guided Implementation #1 - Define project scope
Call #1 - Assess readiness of IT to extend the service desk.
Call #2 - Identify target business units and define an approach to extending the service desk.
Call #3 - Make the case to the business and target departments.
Guided Implementation #2 - Design the service
Call #1 - Define the operating model and structure of the service desk.
Call #2 - Identify and prioritize services that will be included in scope.
Call #3 - Design the process for service requests.
Guided Implementation #3 - Build the service desk
Call #1 - Define requirements for an ITSM tool and design self-help.
Call #2 - Define roles and build a training plan to support staff.
Call #3 - Create a communications plan and roadmap for implementation.
Book Your Workshop
Onsite workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost onsite delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.
Module 1: Assess Feasibility of Extension
- Assess readiness of IT to extend the service desk.
- Identify target business units and define an approach to extending the service desk.
- Make the case to the business and target departments.
Key Benefits Achieved
- Inform current state assessment with data.
- Identify business units that could most benefit from adopting the service desk.
- Gain business buy-in for the project.
Assess diagnostic results.
- Evaluate diagnostic results to understand current state
Assess organizational readiness to extend.
- Extension Feasibility Assessment evaluates IT’s readiness to extend the service desk
Brainstorm departments for inclusion, choose an approach and prioritize departments.
- Prioritized list of business units to extend the service desk to
Identify the business benefits to inform business case.
- Executive Presentation to make the case
Identify metrics to evaluate the success of the project.
- KPIs and metrics
Module 2: Plan the Service Desk
- Get buy-in from the selected business unit.
- Define the structure of the service desk.
- Define the operating model and services provided.
Key Benefits Achieved
- Get the target business unit on board by emphasizing relevant benefits.
- Build the most efficient service desk structure.
- Define the services that will be offered.
Identify challenges facing the target business unit along with associated benefits of service desk adoption.
- Targeted challenges and benefits to get the business unit on board
Define structure of service desk.
- Service Desk Extension Strategy with defined operating structure and tiers of the service desk
Define ticket intake process, structure, and queues within target business unit.
- Operating model including ticket intake and lifecycle through the business unit
Brainstorm and prioritize services for inclusion.
- Prioritized list of services to include
Module 3: Design Services and Processes
- Define the process for handling service requests.
- Build out service definitions.
- Build workflows for specific services the business unit will provide.
Key Benefits Achieved
- Build a service request workflow.
- Describe all essential features of the service using a Service Definition Checklist.
- Discuss processes for handling requests and document in workflows.
Build a high-level service request workflow.
- Defined service request workflow
Identify essential service features.
- Completed service definition checklist
Define the service request process.
Build workflow diagrams for each type of service request.
- Service request workflows
Module 4: Build the Implementation Plan
- Select and configure supporting tools and self-help.
- Build a communication and training plan.
- Build an implementation roadmap.
Key Benefits Achieved
- Decide on an approach to extending or purchasing an ITSM tool that best suits needs.
- Improve adoption with a communication and training plan.
- Organize the project with a roadmap.
Build requirements for service desk tool.
- Approach to selecting or extending tool and defined requirements
Design self-help for users.
- Self-service portal design and features
Define roles and responsibilities.
- Defined roles and responsibilities to support service desk
Build a communication and training plan.
- Communications and training plan to support adoption
Build a roadmap.
- Implementation roadmap
After each Info-Tech experience, we ask our members to quantify the real time savings, monetary impact, and project improvements our research helped them achieve. See our top member experiences for this Blueprint, and what our clients have to say.