Do not focus on reducing the
number of incidents!
Francien Fabrie
23 November 2005
Introduction
• Francien Fabrie, Change Manager
• Heineken: one of the largest breweries in the world
• Shared Services Organisation:
Heineken Nederland Business Services
• ICT organisation: Business Systems Services
• Our customers: all operating companies in the
Netherlands
Do not focus on reducing the number of
incidents!
• That is a battle you cannot win
• Focus instead on customer satisfaction:
=> delivering the right service at the agreed time
Agenda
• Why Heineken implemented ITIL
• Change from product focus to service focus
• How we communicate with our customers to
manage expectations
• Conclusion
Why Heineken implemented ITIL
Reasons for implementing ITIL:
• Improve the support level
• Customer focus
• Reduce costs
• Ensuring quality
How Heineken implemented ITIL
•
In 1999, a project was started to improve the support level
•
This resulted in the implementation of ITIL and the selection of
a service management tool. We started with:
– Incident management
– Change Management
– Problem Management
– Configuration Management
In 2003/2004:
•
Start shared services project
•
Implementation of service level management
Change from product focus to service focus
• Implementation of service level management changes
the focus from single products to a service.
What is an ICT service?
• ICT service consists of 2 elements:
– All ICT objects that are part of the service
– All activities in the organisation that guarantee
the agreed service level in the SLA
Change from product focus to service focus
ICT-organization
Service 2
ICT-Service
ICT-Service
Service 1
Customer
ICT-Service
SLA
Auth
User
ICT-Product
ICT-Process
ICT-Product
ICT-Process
The effects of implementing service level
management
To deliver Service level reports for the customers:
• Configuration Management: product structure in the
CMDB has to be changed to link all the components
that are part of a service
• Incident management/change management:
incidents/changes have to be logged under the
correct item (CI)
The effects of implementing service level
management
Changes in the organisation: Who is responsible
for a service?
• New role: service owner
• Support for a service is not covered by a single
team => multiple disciplines
Service Organisation Model
HNBS – ICT organisation
Customer
TL TL TL TL TL TL TL
KU
SD
BPC
BPO/IM
BIM
SM
BPC
KU
BIM
IM
BPO
BPC
FBP
PBP TBP SvM
CtC
FtW
SO
Services
SO
Services
SO
Services
Off. M&SB
Aut
SD
Business Information Manager
Information Manager
Business Process Owner
Business Process Coordinator
KU
SM
SO
TL
SD
Key User
Service Manager
Service Owner
Team lead
Service Desk
 USLA
 SLA
 UC
 SQP
User SLA
Service Level Agreement
Underpinning Contract
Service Quality Plan
Service management process
Monitor/evaluate the service
Specify/quantify the service
IT service demand
IT service
Monitor/evaluate the service
Customer
Make agreements/evaluate
Design/organise the support processes
SLA
Supplier
Translate agreements in support
Implementation of new services
Customer Pull
Requirements
Development of
new services
Technology Push
BSS
Features
Projects &
Services &
Consultancy
Support
Prince
Implementation
of new services
ITIL
Support of services
from service catalogue
How to manage expectations
• Every year => Customer survey
• Procedure for dealing with complaints
• Every week the ServiceDesk interviews 10
customers to gauge the level of customer
satisfaction
How to manage expectations? – GAP 1
Expected service
level
CUSTOMER
GAP 5
Experienced
service level
GAP 4
Service delivery
Communication
with the customer
GAP 3
GAP 1
Design and
standardisation
of the service
SUPPLIER
GAP 2
Supplier
expectation of
required service
level
How to manage expectations? – GAP 2
Expected service
level
CUSTOMER
GAP 5
Experienced
service level
GAP 4
Service delivery
Communication
with the customer
GAP 3
GAP 1
Design and
standardisation
of the service
SUPPLIER
GAP 2
Supplier
expectation of
required service
level
How to manage expectations? – GAP 3
Expected service
level
CUSTOMER
GAP 5
Experienced
service level
GAP 4
Service delivery
Communication
with the customer
GAP 3
GAP 1
Design and
standardisation
of the service
SUPPLIER
GAP 2
Supplier
expectation of
required service
level
How to manage expectations? – GAP 4
Expected service
level
CUSTOMER
GAP 5
Experienced
service level
GAP 4
Service delivery
Communication
with the customer
GAP 3
GAP 1
Design and
standardisation
of the service
SUPPLIER
GAP 2
Supplier
expectation of
required service
level
How to manage expectations? – GAP 5
Expected service
level
CUSTOMER
GAP 5
Experienced
service level
GAP 4
Service delivery
Communication
with the customer
GAP 3
GAP 1
Design and
standardisation
of the service
SUPPLIER
GAP 2
Supplier
expectation of
required service
level
How to manage expectations?
Monitor/evaluate the service
Specify/quantify the service
IT service demand
GAP 1
GAP 3
IT service
GAP 4
GAP 2
Monitor/evaluate the service
Customer
Make agreements/evaluate
Design/organise the support processes
SLA
Supplier
Translate agreements in support
Possible difficulties with defining services
Characteristics of a service:
•
Not tangible: a service is not visible before purchase, it
cannot be tried or experienced beforehand.
•
Simultaneous production and consumption: services are
sold first and then simultaneously produced and consumed.
Services are not held “in stock”.
•
Uncertainty: the customer has to take final quality of the
service on trust.
•
Low visibility: ICT services often only become visible when
they don’t function correctly.
Conclusion
Reducing the number of incidents is not enough:
• All ITIL processes have an important role in
improving customer satisfaction
• Customer satisfaction involves more than just
reporting the statistics
Questions
?