IT Service Management

IT Service Management

Amazon
Amazon.com was founded by Jeff Bezos, a computer science and electrical engineering graduate from Princeton University. Bezos had moved to Seattle after resigning as a Senior VicePresident at D.E.Shaw, a Wall Street investment bank. He didnt know much about the Internet. But he came across a statistic that the Internet was growing at 2300%, which convinced him that it was a large growth opportunity. Not knowing much more, he plunged into the world of ecommerce with no prior retailing experience.

Amazon
He chose to locate the company in Seattle because it had a large pool of technical talent and since it was close to one of the largest book wholesalers located in Rosenburg, Oregon. He was thinking of the company as a bookseller at the beginning. Moreover, the sales tax laws for online retailers state that one has to charge sales tax in the state in which one is incorporated. Therefore it was logical to locate in a small state.
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Amazon
The company was started in a garage. Initial business meetings were conducted at a local Barnes and Noble store. Bezos picked the name 'Amazon' for his company because it started with the letter A, signified something big, and it was easy to spell. The company went online in July 1995. In May 1997, Amazon.com went public.

Amazon
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When you have a window of opportunity, go for the jugular even if you have to exhaust a huge number of resources. Think long-term meaning 5 7 years, not 5 7 months. Long-term market share is more important than short-term profits

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Amazon
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Its ok to make mistakes but its not ok to be timid. Obsess over Customers.

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Be first in a big market

The Power of Passion Be different. Think different. "Better be a pirate than to join the navy. Do your best. Do your best at every job. No sleep! Success generates more success. So be hungry for it. Hire good people with passion for excellence. Do what you love to do. Find your true passion. Do what you love to do make a difference! The only way to do great work is to love what you do.

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Do what you love to do. Find your true passion. Do what you love to do make a difference! The only way to do great work is to love what you do. Be different. Think different. Better be a pirate than to join the navy.
Do your best. Do your best at every job. No sleep! Success generates more success. So be hungry for it. Hire good people with passion for excellence.

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Make SWOT analysis. As soon as you join/start a company, make a list of strengths and weaknesses of yourself and your company on a piece of paper. Dont hesitate in throwing bad apples out of the company. Be entrepreneurial. Look for the next big thing. Find a set of ideas that need to be quickly and decisively acted upon and jump through that window. Sometimes the first step is the hardest one. Just take it! Have the courage to follow your heart and intuition. Start small, think big. Dont worry about too many things at once. Take a handful of simple things to begin with, and then progress to more complex ones. Think about not just tomorrow, but the future.

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Strive to become a market leader.

Own and control the primary technology in everything you do.

If theres a better technology available, use it no matter if anyone else is not using it. Be the first, and make it an industry standard.

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Focus on the outcome.

People judge you by your performance, so focus on the outcome.

Be a yardstick of quality. Some people arent used to an environment where excellence is expected.

Advertise.
If they dont know it, they wont buy your product. Pay attention to design.

We made the buttons on the screen look so good youll want to lick them.
Design is not just what it looks like and feels like. Design is how it works.

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Ask for feedback.

Ask for feedback from people with diverse backgrounds. Each one will tell you one useful thing. If you're at the top of the chain, sometimes people won't give you honest feedback because they're afraid. In this case, disguise yourself, or get feedback from other sources. Focus on those who will use your product listen to your customers first.
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Innovate.

Innovation distinguishes a leader from a follower.

Delegate, let other top executives do 50% of your routine work to be able to spend 50% your time on the new stuff.
Say no to 1,000 things to make sure you dont get on the wrong track or try to do too much.

Concentrate on really important creations and radical innovation.

Hire people who want to make the best things in the world. You need a very product-oriented culture, even in a technology company.

Lots of companies have tons of great engineers and smart people.

But ultimately, there needs to be some gravitational force that pulls it all together.

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Learn from failures.

Sometimes when you innovate, you make mistakes. It is best to admit them quickly, and get on with improving your other innovations.

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Learn continually.

Theres always one more thing to learn! Cross-pollinate ideas with others both within and outside your company. Learn from customers, competitors and partners.

If you partner with someone whom you dont like, learn to like them praise them and benefit from them.
Learn to criticize your enemies openly, but honestly.
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Steve Jobs, the genius who gave the world those cute little iThings and Pixar. We have him to thank for making films with a prodigal fish, toys that live, cars that talk, a rat that cooks gourmet, a balloon flying house. Films with more heart than most movies with actual people. We also have him to thank for constantly reminding us to strive for excellence. He is an inventor, an entrepreneur, an innovator, a life guru.

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Humble Beginnings
Steve Jobs, founder of Apple Computer Corp.

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Humble Beginnings
His unwed mother decided to put him for adoption immediately after Steve was born because he was "an unexpected baby". He went to college but decided to drop out because it was too expensive. Recalling his time there Steve Jobs said, "I didnt have a dorm room, so I slept on the floor in friends rooms, I returned coke bottles for the 5 deposits to buy food with, and I would walk the 7 miles across town every Sunday night to get one good meal a week at the Hare Krishna temple."

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Humble Beginnings
Innovative Entrepreneur
At 20, Steve Jobs and Steve Wozniak started a company in a garage on April 1, 1976 after Steve saw a computer Wozniak designed for himself. Jobs named their company Apple in memory of a happy summer he had spent as an orchard worker in Oregon. Later that year, the duo debuted the Apple I at the Homebrew Computer Club in Palo Alto, California. A local store offered to buy 50 machines and to finance the production, the duo had to sell their most expensive possessions. Jobs sold his Volkswagen van while Wozniak sold his Hewlett-Packard scientific calculator.
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Humble Beginnings
The company's second product called Apple II became such a hit that it is credited to be the best selling computer in the 1970s and early 1980s. By 1982 however, his company sales sagged in the face of competition from IBMs new PC. Apple Inc. started working on a new machine (insanely great according to Jobs) called the Macintosh. Steve Jobs was reported to commandeered the project, ruthlessly pushing its computer engineers and flying a pirate flag above the building where the team worked.2

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Conflict can stem from an unequal division of resources. When team members believe they are not receiving enough benefit or recognition for what they are giving, they sometimes reduce their effort and turn in work of lower quality. Such free riding occurs most frequently when divide and conquer strategies combine individual contributions into a single product or performance and individual effort is perceived as unequal.

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At this point, some team members may take on extra responsibilities while other team members may reduce their own efforts or withdraw from the team completely, engaging in social loafing. These behaviors may engender anger, frustration, or isolationresulting in a dysfunctional team and poor quality of work. However, a well-formulated team contract might help a team avoid such potentially dysfunctional dynamics.

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Each team to provide a professional and organized proposal that demonstrates the teams ability to work productively, professionally, and collaboratively in a timely manner.

Peer Evaluation Name: _____________________ Student #: _________________ Date: ____________

Name of Team: ____________________________Section:____________

How well did your group perform as a team during this portion of the project? Circle one (Poor > 1 2 3 4 5 6 7 8 9 10 < Excellent)

Based on the initiative and leadership demonstrated, the input of ideas, and the overall Workload how would you evaluate each of the members of your team?

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Name of Team Members

Divide 100 among each member 1-15 1-10 1-10 1-10 1-10 1-15 1-10 1-10 1-10 100 100

Contribution to research Attendance at meetings Preparation for meetings Cooperation & timeliness Contribution to discussion at meetings Workload contrib. to final project Accept others point of view Added to team effectiveness Desire to do their best and achieve Total contribution to the team

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DATE: Week One COURSE: OMFP1260 Help desk standards INSTRUCTOR Michael Stacey Office Location: 1D17 E-mail: mstacey@conestogac.on.ca 519-740-3846 (home) SUBJECT OF LESSON

LESSON NO.1

UNIT code TOPIC: course outline delivery strategy polices

Welcome to Conestoga College, course outline, delivery strategy, polices, reading assignments. The role of the teacher includes promoting human relationships, affirming and recognizing students input, providing opportunities for students to develop a sense of group cohesiveness, maintaining the group as a unit, and helping students to work together in a mutual cause.

Lesson 1 introduction strategic corporate objective

(Appling best business practice)

INSTRUCTIONAL AIDS, MATERIALS, OR TOOLS NEEDED Course Web Site: www.conestogac.on.ca/~mstacey Computer lab, provide each student with course outline and policy paper REFERENCES all core material can be accessed via web site - Michael Stacey web page Notes, assignments, power points www.conestogac.on.ca/~mstacey attendance 28

LESSON OUTLINE The "delivery strategy". Lecture The purpose of a lecture is to clarify information, supported by various audio-visuals. information handouts, student presentations and reading assignments

Discussion (trends and innovations) Discussion to solicit and involve the student in content transmittal. The discussion promotes understanding and clarification of concepts, ideas, and feelings.
Demonstration (group work) The purpose of the demonstration is to transmit Projects, research papers, practice, and simulated experiences.

During actual classroom interaction, the teacher needs to make adaptations and to add artistry to each lesson plan and classroom delivery.
ASSIGNMENT Students to retrieve lesson one, read and be prepared to discuss next class PRIMARY GOAL The goal of facilitation is to provide information for IT students training and the systematic approach to delivering effective instruction with high impact for both the participants and the organization.

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Welcome to Conestoga College, course outline, delivery strategy, polices, Lesson 1 introduction strategic corporate objective (Appling best business practice)

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The role of the teacher includes promoting human relationships, affirming and recognizing students input, providing opportunities for students to develop a sense of group cohesiveness, maintaining the group as a unit, and helping students to work together in a mutual cause.

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IT Service Management - Corporate Objective arguing the Business case Service Desk (function): Understanding its role and function in the IT infrastructure and its relationship with The Computer Support Industry

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Information flows into, through and from it. In order to compete in global markets, productivity must remain high. At the same time, the costs for maintaining high levels of productivity must be reduced.

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To control the real and hidden support costs. Investment in an integrated technologies while maintaining high customer-satisfaction levels. Emphasis is given to problem solving and troubleshooting, team dynamics, and interpersonal communication skills and technologies used in providing exceptional customer support.

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The IT Service Management processes are best understood as concepts about the organizations, quality and services which influenced the development of the discipline. Familiarity with these terms also helps to understand the links between all these topics services, quality, organization, policy and process management.

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Provide the background for the development of a systematic approach to IT Service Management.

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The Strategic Corporate Objective is used to help the organization understand the most important consideration for any business, is that the Organizations Objectives are met (customer satisfaction increased market share, lower costs, improved business practices

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An example of a Business Processes {e-bay} The process is a series of activities carried out to convert an input into an output

Business Processes.. We can associate the input and output of each of the processes

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Quality characteristics and standards to provide information about the results to be obtained by the process and monitor the quality of the products and services provided by the organisation.

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You cant do this without aligning your strategy with the business strategy. You cant deliver effective IT services without knowing about the demands, needs and wishes of your customer. Organizations objectives to be met must be a series of corporate business units working together
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Each business processes needs a variety of services and Service Provision in order to work. The next level of The Strategic Corporate Objective is
Service Management Provides effective and efficient process driven management, supporting the IT objectives of delivering services that are required by the business.

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At this layer the IT professionals manage all the infrastructure (including hardware, software, tools, etc.) in order to deliver the Organizational Objectives, and a set of best business practice and processes.

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Customer Relationship Management (CRM) is the science of developing a customer-centered organization. With a CRM focus, a company utilizes every opportunity to build long-term, mutually satisfying relationships.

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Provision of services and quality, addressing the relationship between the quality experienced by the customer's organizational end users, and the associated quality management by the provider of the IT services. Customer Support with CRM

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Organization and policies. addresses concepts such as vision, objectives, policies and discusses issues such as planning, corporate culture and Human Resource Management. This section also discusses the coordination between the business processes of a company and the IT activities.

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Organizations are often highly dependent on their IT services and expect the IT services not only to support the organization, but also to present new options to achieve the objectives of the organization. Traditionally, the high expectations of customers of IT Services tend to change significantly over time

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Providers of IT services can no longer afford to focus on technology. Organizations now have to consider the quality of the services they provide and focus on the relationship with their customers.

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To provide this high quality level of service requires full management of the IT infrastructure; hardware, software, tools, processes, procedures, documentation and relationships.

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Services are provided through interaction with the customer. Services cannot be assessed in advance, but only when they are provided. The quality of a service depends to some extent on the way in which the service provider and the customer interact.

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In contrast to the manufacturing process, customer and provider can still make changes when the services are being delivered. How the customer perceives the quality of the service and what the provider thinks they supply will depend on their personal experiences and expectations of the people involved.

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Service organization Internal marketing is the notion that a unique aspects of services have led to a concept that must focus on its employees, or internal market, before successful programs can be directed at customers.

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Services are activities, deeds, or other basic intangibles offered for sale to consumers in exchange for money or something else of value. In Canada over 60 cents out of every consumer dollar is spent on buying services. There are certain commonalities between services as products that set them apart from tangible goods.

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Intangibility Is a unique feature of services in that services cannot be held, touched, or seen before purchase? A major marketing need for services is to make them tangible or show the benefits of using the service. Inconsistency The second "I", refers to the fact that service quality varies. Services are provided by people who have different capabilities and also vary in their job performance from day to day. Inconsistency can be reduced through standardization and training.
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Inseparability Refers to the fact that the consumer does not (and cannot) separate the service from the deliverer of the service. Inventory Of services, the fourth "I", highlights the fact that inventory carrying costs are more subjective and related to idle production capacity. Idle production capacity Is when the service provider is available but there is no demand.
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The process of providing a service is a combination of production and use, in which the provider and customer participate simultaneously. Enable the IT group to provide reliable Information Systems to meet the requirements of the business processes, and the way these services are delivered to the external customers. This in turn enables the organisation to meet its Business Objectives.
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Services vary in terms of their degree of tangibility and whether they are good or service dominant.

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The range of services is referred to as the service continuum Consumers evaluates a service by comparing their expectations with their actual experience. Gap analysis is used to identify differences between expectations and experience on five service quality dimensions. Tangibles, reliability, responsiveness, assurance, empathy

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The supplier should continuously assess how the service is perceived and whether the customer expectations have shifted. When service quality is high, all customers become accustomed to that being the base level of service. This is a real problem for the service provider who must negotiate the mine-field of changing the service or changing the price.

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Extract: Quality is the totality of characteristics of a product or service that bears on its ability to satisfy stated and implied needs (ISO-8402).

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The customer is the most important part of the production line. It is not enough to have satisfied customers, the profit comes from returning customers and those who praise your product or service to friends and acquaintances. The key to quality is to reduce variance.
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Break down barriers between departments. Managers should learn to take responsibility and provide leadership Improve constantly.

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Institute a vigorous program of education and self-improvement. Institute training on the job.
The transformation is everybody's job.

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Plan: What should be done, when, by whom, how, using what? Do: Implementation of the planned activities. Check: Determine if the activities provided the expected result. Act: Adjust the plans based on information gathered while checking.

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The responsibility of everyone working in the organization. Every employee has to be aware of his/her contribution to the organization which affects the quality of the work delivered by colleagues and eventually the services provided by the organization as a whole.

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Quality assurance ensures that improvements resulting from quality management are maintained.

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The organizational structure related to responsibilities, procedures and resources for implementing quality management.
The ISO 9000 series of standards is often used to develop, define, assess and improve quality systems.

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ISO is the International Standards Organization. A quality system that complies with the ISO standard

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The European Foundation for Quality Management (EFQM) model can be useful in determining the maturity of an organization. It identifies the major areas to be considered when managing an organization (9 in total).

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Demings Quality Life-Cycle is incorporated in the EFQM model. Based on the outcomes from "result areas" actions are taken (strategy, policies). These actions serve to underpin the planning (e.g. the structure of the processes), which should lead to the desired results.

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The European Foundation for Quality Management was set up in 1988 by fourteen large European companies, with the support of the European Commission.

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The objective of the EFQM is to promote Total Quality Management, aimed at excelling in customer satisfaction, employee satisfaction, and appreciation by society, and performance results.

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The EFQM Model of Business Excellence, generally known simply as the EFQM model, is widely accepted as the major strategic framework for managing an organization aimed at the balanced, continuing improvement of all aspects relevant to the business.

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Within CMM the levels are: 1. Initial - the processes occur ad hoc. 2. Repeatable - the processes have been designed so that the service quality should be repeatable. 3. Defined - the processes have been documented, standardized and integrated.

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Optimizing - the organization consciously optimizes the design of its processes to improve the quality of its services, or to develop new technology or services Managed - the organization measures the results and consciously uses them to improve the quality of its services.

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The management regularly assesses the operation of the quality system, and uses the results of internal audits to implement improvement measures where necessary; The suppliers procedures are documented and communicated to those affected by them; The customer complaints are recorded, dealt with in a reasonable time, and used to improve the service where possible;

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ISO - 9000 refers to standards for registration and certification of a manufacturers quality management and quality assurance system.

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The supplier controls the production processes and can improve them. An ISO certificate does not provide an absolute guarantee about the quality of the service provided. However, it does indicate that the supplier takes quality assurance seriously and is prepared to discuss it.

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The new ISO 9000 series of standards, ISO-90002000, puts even greater emphasis than the previous standard on the ability of an organization to learn from experience and to implement continuous quality improvement.

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Green marketing represents marketing efforts to produce, promote, and reclaim environmentally sensitive products. ISO-14000 consists of worldwide standards for environmental quality and green marketing practices.

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The European Unions ISO - 9000 standards, though not trade regulations, have the same effect on business practice.

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Capability Maturity Model Integration (CMMI) is a process improvement approach that provides organizations with the essential elements of effective processes. It can be used to guide process improvement across a project, a division, or an entire organization.

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The Institute of Electrical and Electronics Engineers (IEEE) style is a widely accepted format for writing research papers, commonly used in technical fields, particularly in computer science.

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Continuing lecture on communication skills with good business policies explain the support industry with: services, quality, organization, policy and process management Explain IT Service Management.

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Lecture Objective: Service Desk (function): Understanding its role and function in the IT infrastructure and its relationship Provide the background for the development of a systematic approach to IT Service Management.

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