summary
A large construction machinery enterprise is the world's leading construction machinery manufacturer, combined with its own information construction status and taking into account the future expansion requirements, cooperated with the domestic full-stack intelligent business operation and maintenance service provider Cloud Intelligence, started the construction of IT service management platform, deepened the implementation of service sharing support, and achieved an increase in employee self-service indicators from 0 to 40%, employee satisfaction by 7%, and service efficiency by 12%. This case introduces in detail the IT service management system construction practice of this large construction machinery enterprise, and provides experience for other industrial enterprises that need to upgrade IT service management.
Share the experts | Wairmann Li Cloud Intelligence Consultant
Columnist | Summer Alphabet Review Analyst
01
Case Enterprise
As an organization that embraces the culture of innovation, transformation and agility, a large construction machinery enterprise in mainland China (hereinafter referred to as "Enterprise A") is a leading construction machinery manufacturer in the world, Enterprise A actively carries out digital transformation, and after years of construction, it has begun to take shape in all levels of IT operation and maintenance.
02
Business challenges
In the past, enterprise developed a work order system based on the open source OTRS (Open Ticket Request System, an integrated IT service management system), which can classify service requests from various channels such as telephone and email into different queues and service levels, mainly by service desk personnel through the OTRS system to track and reply to customer phone calls and email work orders, but face four major problems in the operation process, including:
First, the problem is highly repetitive. Repetitive problems account for about 60%, but the lack of online knowledge base construction with good availability leads to the service desk passively dealing with repetitive problems, wasting a lot of manpower and time.
Second, it is difficult for users to obtain tickets. Domain control integration is not realized, only some service desk, first-line, and second-line user data, and no message integration is carried out, timely notification, response, and processing cannot be achieved, and it is difficult for users to obtain the progress of work orders;
Third, the entrance is not uniform. A large number of work orders are not online, data is missing, and statistics and assessment are missing;
Fourth, end-to-end processes are not valued. After the user's ticket is initiated, the end-to-end standardized process is not realized, SLA assessment is missing, it is difficult to promote the rapid resolution of the ticket, and the service optimization link after the ticket satisfaction evaluation is missing, resulting in low overall satisfaction.
Therefore, enterprise A launched the IT service management platform construction project in September 2020 based on its own information construction status and future expansion requirements, drew on scientific operation and maintenance system construction methodology, combined ITIL 4, ITSS and other standards and concepts, and selected cloud intelligence as the provider of this service management practice.
(IT service management definition: IT service management is a process-oriented, customer-centric, interactive relationship synergy to provide value-added methods, through the integration of IT services and organizational business, improve the ability and level of organization to provide IT services and support IT services.) ）
As a comprehensive service provider in the field of IT intelligent operation and maintenance, Cloud Intelligence has assumed the key role of promoting consulting, building platforms, and integrating technologies in the project, and jointly realizing scenario construction and operation promotion with enterprise A.
03
solution
3.1 Construction planning
Combined with the advanced concepts of ITIL 4 in the industry, enterprise A formulates a phased plan, hoping to achieve ITIL 4 management best practices through standardization, online, digitalization, internationalization and other means, and gradually establish a strong operation and maintenance foundation, with a solid theoretical foundation, the organization can change the direction according to the needs to introduce improvements and adopt new technologies to cope with more challenges in data and security.
The project is divided into two phases, and the focus of each phase is as follows:
The first phase pays more attention to the optimization of the user side, mainly to carry out core practices such as event management, knowledge management, and suggestion feedback management, deepen the construction of knowledge management, improve the user's independent query resolution rate, the first question resolution rate of the service desk, and the quality of user satisfaction, and locate the improvement points and improvement directions of user event operation and maintenance work through data view analysis from different perspectives such as individuals, departments, and managers.
The second phase pays more attention to the optimization of the system side, mainly to carry out monitoring events, problem management, change management and other practices. On the one hand, combined with the synchronous construction of configuration management CMDB (Configuration Management Database), carry out core practices such as monitoring event management, problem management, and change management, optimize the mode of IT and business collaboration, feed back and accurately optimize the frequency of event reporting on the user side, reduce the possibility of occurrences, reduce incidents caused by improper changes, and release service efficiency. Gradually explore the implementation scenarios of automated processes, carry out the implementation of some metering and billing processes, and improve the value of resource consumption.
The construction of IT service management system depends on the actual situation of the enterprise, and the reasons for the main construction of event management and knowledge management in the first phase of enterprise A are:
First, Company A has a professional service desk team, and has sorted out the first version of the service catalog in history, but the user experience of the original work order system is average, and the overall situation still has the foundation for rapid online event management, and there is an urgent need to change tools.
Second, Company A itself has historical knowledge deposits, but most of them are outdated. Therefore, enterprise A itself has the application scenario of operation and maintenance knowledge, but it does not have a good tool to support it, hoping to promote the optimization and iteration of knowledge with the help of the new work order system. The intelligent knowledge Q&A robot provided by Cloud Intelligence can improve the user's self-inquiry resolution rate and the first question resolution rate of the service desk to support the construction of knowledge management. At the same time, it supports the collection of knowledge accuracy and semantic training, so that the more knowledge is consumed, the more accurate it is.
The construction objectives of the first phase of the project are as follows:
3.2 Construction Content
3.2.1 Consulting experience
1) Follow the top-level design
ITIL 4 places great emphasis on building company culture to avoid falling into the usual "siloed way of working", IT operations need to be better integrated with the business and have a positive impact on collaboration.
Therefore, enterprise A establishes an O&M management organizational structure with management as the core, with the senior management in charge of O&M as the leader, O&M management and outsourcing team as the support, carries out the overall preparation of O&M management system and O&M process system, and plans comprehensive tool support based on consulting results. Specifically:
• The director of the sub-department-platform management department personally took the lead and participated in the online review meeting of each important normative system;
• For different processes, there will be a full-time process manager to participate in the internal finalization discussion of the normative system;
• Full-time project manager with ITIL background, participate in offline communication and online meetings related to ITIL specification development.
2) Standardization first
Based on standardization, enterprise A carries out the formulation and application process to improve the quality of IT operation and maintenance services, the main tasks include:
• Standardized operation and capability construction for O&M objects, led by enterprise A and coordinated by cloud intelligence;
• Terminology standardization, process standardization, and form standardization for O&M activities, led by cloud intelligence, and cooperated with enterprise A;
• SLA/OLA formulation and measurement standardization for O&M evaluation, led by enterprise A, and provided experience suggestions with cloud intelligence;
Standardization is the premise of everything, and achieving the consistency requirements of standardization is the key to improving service quality.
3) Unified service entrance and unified management of user master data
• Unified service portal, publish service catalog covering incidents, service requests, problems, changes and other service types;
• Unified user master data management, centralized authorization and authentication;
• Through data view analysis from different perspectives such as individuals, departments, and managers, locate the improvement points and improvement directions of O&M work.
After realizing master data management, you can converge the work order requirements from the user side such as call center, email, Feishu, WeChat official account, etc., to achieve true service entrance unification.
4) Quantification of operation and maintenance indicators
To control the quality of a process, you must set up metrics for the process. Through the analysis of indicators, the operation of the process can be effectively monitored and improved to achieve visual monitoring.
3.2.2 Construction Practices
A: The construction blueprint of the first and second phases of the enterprise IT service management system project is as follows:
Specifically, let's look at the practical content of the first phase of the project:
1) Unified entrance, user first
The core module construction of the first phase of the platform follows the guiding principles of transparency, experiential design, and simplicity contained in ITIL 4, which not only converges and opens up different service entrances, but also tailors modules such as customized service portals and self-service stores with good interactivity, and at the same time carries out the interaction of diversified knowledge sharing areas with the help of intelligent question and answer robots, pays more attention to users' opinions and comments in a timely manner, and the organization can also obtain more feedback from users, gradually promote the optimization of knowledge, and create a virtuous cycle of collaborative value.
Module 1: Service Portal. Focus is prominent, including three functional entrances (personal KPI report, service operation screen, self-service store), two major business entrances (user event management, suggestion feedback management), work overview area, hot knowledge area, announcement area, in order to improve the user experience, the business entrance has the function of "one-click bill of lading" (one-click fault reporting, one-click feedback), and regularly updates the Top ranking of self-service stores and popular knowledge areas;
Module 2: Self-service shop. Including office software, tool software, industrial software three divisions, presented in the form of knowledge, among which, the industrial software area is mainly based on the core industrial software within the group, in order to promote the optimization of commonly used business software, support one-click feedback, one-click scoring, of which one-click feedback corresponds to the work order requirements of the suggestion feedback type; Office software and tool software cover the unified sharing and download of software tool knowledge commonly used by users;
Module 3: Unified integration of portals. Realize the unified integration of call center, email, Feishu, WeChat official account, industrial software and other multiple entrances, support Feishu, email, SMS and other message notification methods, meet the needs of users to obtain progress by self-service and collect user satisfaction in real time;
Module 4: Intelligent Q&A. Through the intelligent Q&A window, users enter keywords to obtain matching knowledge; For problems that cannot be solved by intelligent Q&A, users can independently initiate one-click bill of lading requirements on the Q&A window page; Users can provide accurate feedback on each intelligent Q&A process to drive optimized updates to the knowledge base.
2) Knowledge innovation practice
On the basis of historical knowledge precipitation, on the one hand, through the service support process, more knowledge additions and iterative requirements are put forward for operation and maintenance support, constantly enriching the type and magnitude of knowledge, and improving the first question resolution rate of the service desk.
In the process of building the knowledge base module, on the one hand, through the collection of the accuracy of the user's self-service knowledge Q&A, the more accurate the knowledge is consumed, on the other hand, the service desk arranges a special knowledge base thesaurus trainer, according to different vocabulary combinations, the pushed knowledge is trained, so that the more accurate the knowledge training, the quality of knowledge management construction is improved, and the final answer to the knowledge Q&A push can not only have a certain basic order of magnitude, but also can be sorted according to the matching accuracy.
At the same time, enterprise A has carried out its own innovative practice in the direction of knowledge management, and the definition of the scope of knowledge management is not only limited to IT operation and maintenance knowledge of FAQ, but also has a self-service store knowledge area to supplement the content.
Often users ask, "How do I download?" Where can I download the office software I need? ", or there are some knowledge needs, such as optimizing disk space, eliminating mailbox lag, software activation, etc., can be provided through the existing self-developed gadgets, in the past, desktop operation and maintenance personnel in response to users, need to help users on the spot, now if there is a gradually accumulated rich and with a user introduction of the gadget, can be directly sent to the user, let the user to self-help solution, so that more operation and maintenance personnel can be released from the rush of support.
3) Service operation
Company A carries out the design and output of the monthly service operation report every month, including four parts: baseline analysis + outstanding problems + clear rewards + future improvement. Among them, the clear part of the reward is based on the index to carry out the assessment, which actually dilutes the punishment, highlights the direction of the incentive, and formulates the key points of the incentive dimension as follows:
Quantity dimension: the number of tickets resolved;
Performance dimension: the resolution quality of work orders, pay attention to the dimensions of telephone connection rate, remote resolution rate, response timeliness rate, processing timeliness rate, user satisfaction and other dimensions, and comprehensively calculate through weight configuration;
The dimension of online level: the online level of IT services (in the form of scoring), in the early construction stage, the initiating department that pays attention to the demand, and the current evaluation point is offline after the online active bill of lading ratio reaches a certain level;
The dimension of knowledge contribution: IT service knowledge contribution (plus), knowledge contribution includes both the personal side, the preparation of contribution to operation and maintenance knowledge, the development of convenient & optimization gadgets, and the single business unit side, put forward a service system optimization proposal, solve an IT service problem, pay attention to efficiency and quantity and other dimensions.
04
Value and results
Through the first phase of service operation and maintenance management and operation, based on service quantitative indicators, enterprise A has deepened the implementation practice of service sharing support, improved user experience, internal work efficiency, and optimized service quality and satisfaction, which is embodied in the following indicators:
• Employee self-service metrics improved from 0 to 40%;
• 7% increase in employee satisfaction;
• Relying on modules such as self-service stores, smart Q&A, and portal announcements, service efficiency has been improved by 12%.
In addition, enterprise A has also formulated corresponding incentive assessment policies, and highlighted the direction of incentives, involving the aforementioned service load, service efficiency, online level, knowledge contribution and other dimensions, for the future direction of service efficiency improvement, will supplement attention to the dispatch timeliness rate, return visit rate, error rate and other indicators, and at the same time expect to enrich service performance indicators (problem success rate, change success rate, etc.) and business analysis indicators (number of failures, failure rate, etc.) through the implementation of relevant core practices in the second phase. Continuously build a value evaluation and improvement system based on the final delivery, and continuously improve the value system through the evaluation of value realization effect and efficiency.
In the future, Enterprise A expects to achieve continuous service improvement through in-depth practice and optimization of the service transformation process, achieve the overall construction vision of the IT service sharing center, and ultimately realize the construction value in various aspects:
First, through the application of new technologies such as standardization, process, automation and intelligence, carry out large-scale and unified construction of resources to achieve cost reduction and efficiency increase;
Second, the promotion of service metering and billing realizes the direction of cost center to profit center;
Third, standardize O&M service capabilities, enrich O&M knowledge sharing scenarios, and improve O&M support efficiency.
Fourth, based on data integration, carry out data governance analysis and optimize resource allocation.