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Representative POMs are described for Customer-Facing Service Operation at each level of maturity.

1Initial

• Practice

  Start to consider a first point of contact.

  Outcome

  Users have a channel to use to contact the SRP function.

  Metric

  Users' awareness of how to contact the service desk.

• Practice

  Begin the development of a process to manage communication with customers.

  Outcome

  Users have a channel to communicate with SRP.

  Metric

  The # of customer-feedback channels.

• Practice

  Restore services on a best effort or “first come, first serve” basis.

  Outcome

  Service restoration has started.

  Metrics

  • The % of service restorations following a defined process.
  • Mean time to restore service.

• Practice

  Resolve incidents using the skills/know-how of individual service desk staff.

  Outcome

  Customer incidents begin to be resolved.

  Metrics

  • The % of incidents resolved by the helpdesk.
  • Mean time to achieve incident resolution.

• Practice

  Start a process to handle Install, Move, Add, Change (IMAC) requests.

  Outcome

  Staff start to understand their roles and responsibilities.

  Metric

  The % of processes formally defined.

• Practice

  Start a process to handle decommissioning.

  Outcome

  Basic decommissioning has started.

  Metrics

  • The % of decommissioning activities that follow a defined process.
  • The % of services or hardware that is decommissioned.

• Practice

  Set up a mechanism to process requests that are placed by customer.

  Outcome

  Some requests start to get processed.

  Metrics

  • Mean time to request closed.
  • Mean time to respond to request.

• Practice

  Define how service level reporting should be done.

  Outcome

  The beginnings of a report service is in place.

  Metric

  The % of services that support service-level reporting.

• Practice

  Determine how analysis data is to be used to design or manage services.

  Outcome

  Some basic IT metrics are incorporated into service analytics.

  Metric

  The % of IT metrics which can be communicated to SAI.

2Basic

• Practice

  Define several points of contact in key areas.

  Outcome

  Users have a number of channels with which to contact SRP function.

  Metric

  The # of points of contact.

• Practice

  Establish a basic but defined process for customer communication.

  Outcome

  Customers have a defined channel with which to communicate with SRP.

  Metric

  The # of customer-feedback channels.

• Practice

  Restore services according to a defined and documented process for each individual service.

  Outcome

  The service restoration process becomes more predictable.

  Metrics

  • The % of service restorations that follow a defined process.
  • Mean time to restore service.

• Practice

  Clearly define support-level architecture (first-level support, second-level support, third-level support, etc.).

  Outcome

  Customer incidents are handled more efficiently.

  Metrics

  • The % of incidents resolved by the helpdesk.
  • Mean time to achieve incident resolution.

• Practice

  Establish a basic, defined Install, Move, Add, Change (IMAC) process with clear responsibilities.

  Outcome

  Employees are aware of their roles and responsibilities.

  Metric

  The % of processes that are formally defined.

• Practice

  Establish an effective process for handling decommissioning requests (services, hardware, etc.) for key services.

  Outcome

  Underutilized or redundant services and hardware are decommissioned.

  Metrics

  • The % of decommissioning activities that follow a defined process.
  • The % of services or hardware that is decommissioned.

• Practice

  Ensure that requests are dealt with, even if there is no advanced prioritization in place.

  Outcome

  Requests are handled in chronological order.

  Metrics

  • Mean time to request closure.
  • Mean time to respond to request.

• Practice

  Establish a basic measurement capability, including some service-level reporting.

  Outcome

  Customers can get an overview of the service level they are receiving if requested.

  Metrics

  • The # of service-level reports that are requested.
  • The % of services that support service-level reporting.

• Practice

  Use analysis data to design and manage key services — particularly to deal with a major incident, or a specific request or improvement initiative.

  Outcome

  IT metrics is incorporated into service analytics.

  Metric

  The % of IT metrics that can be communicated to SAI.

3Intermediate

• Practice

  Put in place a defined, multi-channel path to a single point of contact (mail, phone, web interface, etc.).

  Outcome

  Customers' interaction with the SRP function is clearly defined.

  Metric

  The % of requests that come from a defined path.

• Practices

  • Align customer communication with agreed service levels.
  • Establish a proactive customer expectation management process (position in telephone queue, next steps, time to resolution, etc.).

  Outcomes

  • Customers know what response time to expect.
  • There is improved customer satisfaction.

  Metrics

  • Customer satisfaction rating.
  • The % of requests that are handled in accordance with the SLA.

• Practice

  Prioritize service restoration according to customer relevance and service level agreements.

  Outcome

  Key services and services covered by SLAs achieve maximum availability.

  Metrics

  • Mean time to restore service.
  • Total down time of key services or services covered by SLAs.
  • Amount of money lost due to SLA infringement.

• Practice

  Put in place an effective, tool-supported, end-to-end, trouble ticketing system.

  Outcomes

  • Ticket progress can be tracked.
  • Traceability of requests is possible.

  Metric

  The % of requests recorded from end to end.

• Practices

  • Put in place an effective Install, Move, Add, Change (IMAC) process with clear responsibilities.
  • Ensure proactive customer information is supplied for the status of requests (approval, disapproval, time to delivery, etc.).

  Outcome

  Customers gain greater visibility of the status of a request.

  Metric

  The % of request processes that are tool tractable.

• Practice

  Establish a process for handling decommissioning requests, including proactively analysing for services that might become obsolete as a consequence of decommissioning of other services.

  Outcomes

  • Underutilized or redundant services are identified.
  • Money saved/accidental redundancy reduced.

  Metric

  The amount of money saved via decommissioning.

• Practice

  Prioritize requests effectively according to predefined request classes (incidents, problems, orders, etc.) or metrics (time for fulfilment, etc.).

  Outcome

  Requests are handled more efficiently.

  Metrics

  • The % of requests with SLA assignment.
  • Mean resolution times with respect to service level requirements.

• Practices

  • Establish effective service reporting, with agreed standard reporting format/content (e.g. availability of all production servers).
  • Base reporting on IT-metrics (e.g. server uptime)

  Outcome

  There is enhanced visibility of provided service level.

  Metric

  The % of reports adhering to standard format/content.

• Practices

  • Put in place a formal and effective IT-driven process to include service analysis data in service design and management, including alignment with business objectives.
  • Ensure this is applied consistently across the organization.
  • Establish an IT-driven process for service design and management, that includes service analysis data, is consistently applied across the organization.

  Outcome

  Analytics on the IT metrics that are provided, leads to better decision-making and improved understanding across the organization.

  Metric

  The % of IT metrics communicated to Service Analytics and Intelligence (SAI).

4Advanced

• Practice

  Put in place an effective, tool-supported/automated customer self-help interface (e.g. automated password reset) across the business ecosystem.

  Outcomes

  • End users can contact the service desk via a number of channels.
  • Different channels may be available per service and service level.

  Metric

  Performance of cost per contact goals against the SLA.

• Practice

  Establish regular polling, monitoring of, and reporting on customer satisfaction.

  Outcome

  There is improved customer engagement.

  Metric

  The # of customer satisfaction surveys / The % of customer who are satisfied with the service.

• Practice

  Put in place an effective, tool-supported service restoration according to defined SLAs for all services.

  Outcome

  Service downtime is minimized.

  Metrics

  • Mean time to restore service.
  • The % of service which can be restored via tools.
  • Money lost due to SLA infringement.

• Practice

  Incorporate system-generated trouble messages into the trouble-ticket system.

  Outcome

  Improved identification of system troubles.

  Metric

  The % of trouble messages generated automatically by systems.

• Practice

  Put in place tool-supported request management, including automated notification to surrounding key capabilities (budget management, contract management, capacity management, asset management, TIM, etc.).

  Outcome

  Efficiency/quality of service.

  Metric

  The % of automated notifications.

• Practices

  • Put in place effective tools to support the managing of decommissioning requests.
  • Integrate decommissioning with capacity and resource management.

  Outcome

  Resource utilization is optimized.

  Metrics

  • The % of decommissioning processes that support using a tool.
  • The total man hours required to support decommissioning activities.

• Practice

  Prioritize requests according to the business relevance of affected services, as defined by service level agreements.

  Outcome

  SLA violations are minimized.

  Metrics

  • The % of requests completed within agreed SLA.
  • Mean resolution times with respect to service level requirements.

• Practices

  • Establish effective, tool-supported periodic reporting.
  • Base reporting on business metrics (e.g. end-to-end application availability).

  Outcome

  Improved visibility of business metrics and consequently SRP performance.

  Metrics

  • The % of business metrics available for reporting.
  • The % of processes defined by business metrics.

• Practices

  • Ensure service utilization is a key input to the service planning process (i.e. new services, changing existing services, and decommissioning of services).
  • Ensure that the analysis of service usage/SLAs provides a platform for collaboration between IT and the rest of the business.

  Outcome

  A tool-initialized transfer of business metrics to SAI leads to better decision-making and improved understanding.

  Metric

  The % of business metrics that are communicated to SAI via a tool.

5Optimized

• Practices

  • Have a single point of contact for all queries, with effective and adequate access channels.
  • Ensure that all channels are continually optimized based on feedback from across the business ecosystem.

  Outcome

  Customer requests to the helpdesk are minimized.

  Metric

  The % of self-help services that are available.

• Practice

  Put in place a proactive, event-driven communication system from IT to the rest of the business.

  Outcome

  Customers are notified of possible problems before they occur.

  Metric

  The % of interfaces to each customer that are event-driven.

• Practice

  Establish automated, SLA-driven restoration across the business ecosystem.

  Outcome

  Services are restored as they are required.

  Metric

  The % of successful automated service restorations.

• Practices

  • Set up effective, defined processes for updating the knowledge database, the known error database, and Root Cause Analysis (RCA) results.
  • Put in place capability-based routing (know-how, language, etc.).

  Outcome

  The time taken to resolve incidents is minimized.

  Metrics

  • Mean time to resolve incident.
  • The % of requests resolved using the knowledge database.

• Practices

  • Put in place automated, role-based, request submission capabilities (e.g. online catalogue).
  • Link the request submission capability to the surrounding key capabilities (budget management, contract management, capacity management, asset management, TIM, etc.).

  Outcome

  Efficiency/quality of service.

  Metric

  The existence of automated, role-based request submission capabilities.

• Practices

  • Establish a standardized and automated capability to manage decommissioning requests and link to surrounding key capabilities (budget management, asset management, etc.).
  • Launch automated decommissioning requests once the service reaches its estimated time of usage.

  Outcome

  SRP operation costs are optimized.

  Metric

  The total cost of service provisioning.

• Practice

  Ensure requests are dynamically prioritized based on SLAs, business relevance, and business cycle.

  Outcome

  The most business-critical requests are handled first.

  Metrics

  • The % of SLAs that are violated.
  • The total cost of SLA violations.

• Practices

  • Put in place automated reporting, which is aligned with reporting levels (e.g. exception-based), to key stakeholders and to service level management functions.
  • Transmit reports should to the customers' accounting departments on a regular basis.

  Outcome

  Service transparency to the customer is maximized.

  Metrics

  • The % of services that have automated service level reporting to stakeholders.
  • Frequency of submission of reports to customers' accounting department.

• Practices

  • Ensure communication between SLAs and service analysis is automated and bi-directional.
  • Feedback regarding fulfilment of SLAs to service provisioning should be gathered continually, monitored, and used to improve the flow of communication.
  • Continually optimized services based on data collected across the business ecosystem.
  • Dynamically adjust services based on their usage.

  Outcome

  The organization is constantly aware of service levels and their relevance to the business.

  Metric

  The % of business metrics that are automatically communicated to SAI.