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Re: Finding Hidden Treasure in your Service Desk

chuck_darst

Mary, thanks for the post. KPIs are one of my favorite ITSM topics as I spent a few years working on IT compliance, audit, and more generally GRC. I like it almost as much as change and configuration!

 

Anyhow, I am curious if you would like to comment on KPIs and ITIL Continual Service Improvement (CSI). I submit that when v3 came out ~5 years ago, CSI was one of the more popular new ITSM topics as it helped tie together the whole notion of service lifecycle management. With the economic downturn from ~5 years ago, cost and core delivery and operations arguably "ruled the ITSM roost". It now seems like KPI related discussions (along with scorecards & scorecarding) is making its way back into mainstream conversations. As I listen, it seems the conversations have a CSI dimension to them.

 

Chuck

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About the Author

chuck_darst

HPE IT Service Management Product Marketing team manager spanning our solutions for the service desk, asset mngt, CMS, and more. My background is engineering and computer science in the networking and telecom worlds. As they used to say in Telcom, "the network is the business" (hence huge focus on service management). I always enjoyed working with customers and on the business side of things, so here I am in ITSM marketing.

Comments
chuck_darst

Mary, thanks for the post. KPIs are one of my favorite ITSM topics as I spent a few years working on IT compliance, audit, and more generally GRC. I like it almost as much as change and configuration!

 

Anyhow, I am curious if you would like to comment on KPIs and ITIL Continual Service Improvement (CSI). I submit that when v3 came out ~5 years ago, CSI was one of the more popular new ITSM topics as it helped tie together the whole notion of service lifecycle management. With the economic downturn from ~5 years ago, cost and core delivery and operations arguably "ruled the ITSM roost". It now seems like KPI related discussions (along with scorecards & scorecarding) is making its way back into mainstream conversations. As I listen, it seems the conversations have a CSI dimension to them.

 

Chuck

chuck_darst

Catching up on my HP ITSM reading led me to a whole article by Myles Suer on CSI in the very next post - http://h30499.www3.hp.com/t5/IT-Service-Management-Blog/The-shocking-truth-about-continual-service-improvement/ba-p/6001227

 

Answering my own question! I was also thinking of commenting on the role of COBIT and ITIL in determining what are good KPIs to track. Myles has also written extensively on that. When we were considering what ITSM KPIs HP Service Manager should pass up to HP's Executive Scorecard, COBIT recommended KPIs were at the top of the list.

 

Chuck

MaryRasmussen

Chuck -  It’s great you ended up answering your own question, although it does concern me that you appear to be talking to yourself  :-)

 

Anyway over the years -  I’ve watched several companies work on an ITIL CSI strategy, during both the best and worst of times  My personal experience has been that the degree of success is tied very closely to the dedication of the executive sponsor.  In one case, our executive sponsor reached almost zealot status being both advocate and evangelist for continuous improvement.  He was able to command the needed resources.  He took the people, process, technology framework as almost gospel,  focusing not only on process and technology but also on people. He gave staff the (optional) opportunity to take personality evaluations to see if their personality and aptitudes correlated positively with their job requirements, and to point out strengths to encourage people to leverage those abilities.  Evaluations were private  – and were for use by the individual only. It was an interesting experience.   Across the board, it seemed like CSI initiatives were difficult to sustain long term, but I don’t have any insights as to why that was the case.

William T Auvil Jr

Mary, I enjoyed reading your post.  As you know, metrics and KPI’s are key to me in running a success business.  From all the metrics generated within a CMS application I develop a dashboard that is viewed daily and shared with Leadership and staff. 

 

Understanding your business from the customer/partner perspective is essential to success.

Timely actions from the information is critical both internal and external.  If a customer complains about something, you better get back to them quickly with your plan of action.  Take the information and be proactive to both positive and negative comments.  Show the customer/partner that reviewing information out of your system is built into your daily process.

 

I like to call customers/partners when they praise the work preformed by an analyst thanking them for their feedback and telling them how much we appreciate their business.  Net Promoter Score (NPS) are a must to capture in the fierce completion each of us face today. 

 

Taking care of each customer/partner and ensuring their happiness with your products and services build loyalty and tenure.

 

When I worked at FrontRange Solutions it made me feel so proud to say that we had HEAT customers that date back to DOS days and that the average HEAT customer has been with FrontRange Solutions over eight years.

 

Take good care of your employees and they will take good care of your customers/partners!  Make sure that you not only measure your customers/partners, but your employees too.

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