SERVICE DELIVERY TEAM DEVELOPMENT PLAN

SERVICE DELIVERY TEAM DEVELOPMENT PLAN


PURPOSE

The purpose of this is to provide a framework which details the people, process and technology plans for the service delivery team.

APPROACH

This plan will cover the following

Strategy: this is your organization's plan for building and maintaining a competitive advantage over its competitors.
Structure: this how your company is organized (that is, how departments and teams are structured, including who reports to whom).
Systems: the daily activities and procedures that staff use to get the job done.
Shared values: these are the core values of the organization, as shown in its corporate culture and general work ethic. They were called superordinate goals when the model was first developed.
Style: the style of leadership adopted.
Staff: the employees and their general capabilities.
Skills: the actual skills and competencies of the organization's employees.

HOW WE WILL DELIVER CHANGE FOR EACH KEY SERVICE

SERVICE DESK BREAK-FIX PLAN 2020 2023

What is this: Repairing, upgrading, patching broken hardware, software. Example: repair of faulting mouse, keyboard, till, scanner. Aim: This should be nil (no problems because training already done and departmental super-user will resolve most problems) but where there are problems they should be resolved quickly

Key Issues and Summary need for change

We need to be able to.
Currently we do not have.
A critical requirement is

Headline goals

Timeframe	People Ambition	Processes Ambition	Technology Ambition	Reporting and KPIs Available
Example	Trained …. Qualified….	Will be able to.. Have processes for…	An updated…. Replaced ….. Patched….	Weekly reporting on… Monthly reporting on… Quarterly reporting on…
Current
In 6 months
In 12 months
In 24 months
In 36 months

People summary of activities / goals

Theme	In 6 months	In 12 months	In 24 Months	In 36 Months
Training
Qualification
Accreditations
Capacity
Add
Add

Service / Process summary of activities / goals

Theme	In 6 months	In 12 months	In 24 Months	In 36 Months
ITIL Standard
C2M2 Standard
Add

Technology summary of activities / goals

System / Solution / Service	In 6 months	In 12 months	In 24 Months	In 36 Months
Telephone
CRM
Add
Add

SERVICE DESK SUPPORT PLAN 2020 - 202x

What is this: Providing advice, guidance, support on products or services which are not actually broken. Example: What to buy, how to install, where to find. Aim: This should be nil (no guidance needed because training already done and departmental super-user will resolve most problems) but where there are problems they should be resolved quickly

Key Issues and Summary need for change

We need to be able to.
Currently we do not have.
A critical requirement is

Headline goals

Timeframe	People Ambition	Processes Ambition	Technology Ambition	Reporting and KPIs Available
Example	Trained …. Qualified….	Will be able to.. Have processes for…	An updated…. Replaced ….. Patched….	Weekly reporting on… Monthly reporting on… Quarterly reporting on…
Current
In 6 months
In 12 months
In 24 months
In 36 months

People summary of activities / goals

Theme	In 6 months	In 12 months	In 24 Months	In 36 Months
Training
Qualification
Accreditations
Capacity
Add
Add

Service / Process summary of activities / goals

Theme	In 6 months	In 12 months	In 24 Months	In 36 Months
ITIL Standard
C2M2 Standard
Add

Technology summary of activities / goals

System / Solution / Service	In 6 months	In 12 months	In 24 Months	In 36 Months
Telephone
CRM
Add
Add

SERVICE DESK TRAINING PLAN 2020 - 202x

What is this: Providing ad-hoc training. Example: How to use an application (Excel, Open Accounts) or tool (scanner, printer).Aim: This should be nil (no training needed because training dept or departmental super-user will handle this) but where there are problems they should be resolved quickly

Key Issues and Summary need for change

We need to be able to.
Currently we do not have.
A critical requirement is

Headline goals

Timeframe	People Ambition	Processes Ambition	Technology Ambition	Reporting and KPIs Available
Example	Trained …. Qualified….	Will be able to.. Have processes for…	An updated…. Replaced ….. Patched….	Weekly reporting on… Monthly reporting on… Quarterly reporting on…
Current
In 6 months
In 12 months
In 24 months
In 36 months

People summary of activities / goals

Theme	In 6 months	In 12 months	In 24 Months	In 36 Months
Training
Qualification
Accreditations
Capacity
Add
Add

Service / Process summary of activities / goals

Theme	In 6 months	In 12 months	In 24 Months	In 36 Months
ITIL Standard
C2M2 Standard
Add

Technology summary of activities / goals

System / Solution / Service	In 6 months	In 12 months	In 24 Months	In 36 Months
Telephone
CRM
Add
Add

STRATEGY, CHANGE, PROJECT AND BUSINESS PLANNING SUPPORT PLAN 2020 - 202x

What is this: Providing input into Strategy, Change, Project And Business Planning Support. This may be at the pre-project stage (Strategy Business Planning) or project stage (discussion, design, development, delivery, deployment etc.) Aim: This should be reported through the Project Manager / Sponsor to the PMO. Nonetheless the IT Team will keep a record of the people and hours committed to this work.

Key Issues and Summary need for change

We need to be able to.
Currently we do not have.
A critical requirement is

Headline goals

Timeframe	People Ambition	Processes Ambition	Technology Ambition	Reporting and KPIs Available
Example	Trained …. Qualified….	Will be able to.. Have processes for…	An updated…. Replaced ….. Patched….	Weekly reporting on… Monthly reporting on… Quarterly reporting on…
Current
In 6 months
In 12 months
In 24 months
In 36 months

People summary of activities / goals

Theme	In 6 months	In 12 months	In 24 Months	In 36 Months
Training
Qualification
Accreditations
Capacity
Add
Add

Service / Process summary of activities / goals

Theme	In 6 months	In 12 months	In 24 Months	In 36 Months
ITIL Standard
C2M2 Standard
Add

Technology summary of activities / goals

System / Solution / Service	In 6 months	In 12 months	In 24 Months	In 36 Months
Telephone
CRM
Add
Add

ORGANISATION STRUCTURE / ROLES

Role	Who	Current Skills/ Qualification	Development Plan
HEAD OF ABC
= JUNIOR ABC
= APPENTICE ABC
HEAD OF DEF
= JUNIOR DEF
= APPENTICE DEF

SYSTEM STRUCTURE

Function	Current System	Issues/ Factors (Life, Cost, Age, Reliability)	Development Plan
FINANCE SYSTEM
HR SYSTEM
CRM SYSTEM

SERVICE

Function	Current Status	Issues/ Factors (Life, Cost, Age, Reliability)	Development Plan
SERVICE DESK BREAK-FIX PLAN 2020 – 202x What is this: Repairing, upgrading, patching broken hardware, software. Example: repair of faulting mouse, keyboard, till, scanner.
SERVICE DESK SUPPORT PLAN 2020 - 202x What is this: Providing advice, guidance, support on products or services which are not actually broken. Example: What to buy, how to install, where to find.
SERVICE DESK TRAINING PLAN 2020 - 202x What is this: Providing ad-hoc training. Example: How to use an application (Excel, Open Accounts) or tool (scanner, printer).Aim
STRATEGY, CHANGE, PROJECT AND BUSINESS PLANNING SUPPORT PLAN 2020 - 202x What is this: Providing input into Strategy, Change, Project And Business Planning Support.

IT KPI AND REPORTNIG FREQUENCY

IT KPI AND REPORTNIG FREQUENCY

REPORT AUDIENCES WHO IS THE CUSTOMER AND WHAT DO THEY WANT

FOR BUSINESS OWNERS a report of service and support SLA and KPI per function / business unit. This is about serving the business and should be quarterly or possibly each period-end in parallel with other operational reporting.

FOR RISK, OPERATIONS AND TECHNOLOGY Leadership a report of operational, maintenance SLA and KPI inside IT Team. This is about keeping the lights on and should be quarterly or possibly each period-end in parallel with other operational reporting.

FOR SENIOR MANAGEMENT TEAM AND THE BOARD a report to SENIOR MANAGEMENT TEAM of how IT are sending & prioritising time/effort against operational and strategic goals. This is about delivering the strategic goals and should be half-yearly in parallel with business planning cycle.

WHAT THE IT TEAM DOES WHAT WE COULD REPORT ON

SERVICE DESK BREAK-FIX - What is this: Repairing, upgrading, patching broken hardware, software. Example: repair of faulting mouse, keyboard, till, scanner.

SERVICE DESK SUPPORT - What is this: Providing advice, guidance, support on products or services which are not actually broken. Example: What to buy, how to install, where to find.

SERVICE DESK TRAINING - What is this: Providing ad-hoc training. Example: How to use an application (Excel, Open Accounts) or tool (scanner, printer)

STRATEGY, CHANGE, PROJECT AND BUSINESS PLANNING SUPPORT - What is this: Providing input into Strategy, Change, Project And Business Planning Support. This may be at the pre-project stage (Strategy Business Planning) or project stage (discussion, design, development, delivery, deployment etc.)

REPORT FREQUENCY WHAT DO WE REPORT AND HOW OFTEN

WHO IS THE CUSTOMER AND WHAT DO THEY WANT	WEEKLY	PER PERIOD	HALF-YEARLY	ANNUALLY
For Business Owners This is about serving the business		YES	YES	YES
For Risk, Operations and Technology Leadership This is about keeping the lights on	YES	YES	YES	YES
For SENIOR MANAGEMENT TEAM and the Board This is about delivering the strategic goals			YES	YES

Legend
means we have the systems and data to report this now
# means we have the systems and data to report this soon
means we could put the processes and systems in place to do this if requested

WEEKLY

The following reports broken down by Business Unit (Food, Pharmacy, Funeral etc.) or Functions (HR, Finance, Marketing) so we understand the spread.

This is a draft framework and considerable update is required for the contents.

Total number of incidents
Incidents closed
Incidents still open
Incidents closed at level 1 (First point of contact)
Incidents closed within an hour
Incident closed level 2
How many Critical Incidents
How many High priority incidents (Find ITIL terminology)
How many Medium incidents (Find ITIL terminology)
Cycle Time: Customer Support Ticket Resolution
Incidents raised per business unit (Top 5 logging locations)
Calls logged throughout the day, volume per hour
Response time

PER PERIOD

This is a draft framework and considerable update is required for the contents.

Volume of Break-Fix Calls broken down by functional and business units #
Hours Spent on Break-Fix Calls broken down by functional and business units #
Volume of Support/Training Calls broken down by functional and business units #
Hours Spent on Support/Training Calls broken down by functional and business units #
Hours spend on Priority1 and what % within SLA #
Hours spend on Priority 2 and what % within SLA #
Hours spend on Priority 3 and what % within SLA #
Hours spend on Priority 4 and what % within SLA #

HALF-YEARLY
This is a draft framework and considerable update is required for the contents.

Number of hours per person spent on project work. Eg by Nigel, Aldis, Byron. To be broken down by project This is exactly what an external provider would provide in a timesheet or invoice for work done and the report should be in a similar format.

ANNUALLY

Dashboard of Projects

Project Name	Aim	Planned Budget	Actual Cost	Planned Completion	Actual Completion	Est 3yr Benefits
Project 001	Short description	50000	35000	01/07/2020	26/06/2020	150000
Project 002	Short description	50000	35000	31/07/2020	26/07/2020	150000
Project 003	Short description	50000	35000	30/08/2020	25/08/2020	150000
Project 004	Short description	50000	35000	29/09/2020	24/09/2020	150000
Project 005	Short description	50000	35000	29/10/2020	24/10/2020	150000
Project 006	Short description	50000	35000	28/11/2020	23/11/2020	150000

SUGGESTED SUPPORT LEVEL1234 DEFINITIONS

SUGGESTED SUPPORT LEVEL1234 DEFINITIONS

Tier-0 IT Support level, also called as Level-0 IT support, is usually the automated machine interactive support level. There is little or no scope for immediate human interaction when receiving support.

Tier-1 support or Level 1 support represents a very basic level of support service, usually provided by IT personnel having the lowest level of skills and access levels.

Tier-2 support level is for providing in-depth troubleshooting, technical analysis, and support from the backend.

Tier-3 Is a level consisting of SMEs (Subject Matter Expert) on the product or service your organization is providing support to. The Tier-3 technicians attempt to reproduce problems in the lab environment and tried to find the root cause, using product code, designs, or specifications. Once the root cause is identified, the fixes to the issues are documented and communicated to Tier-1 and Tier-2 technicians as a future reference.

Tier-4 support usually refers to outside support teams who provide support to the services that are not directly supported by the organization.

Many companies tailor this hierarchy and combine support tiers (levels) according to their resource capacity, financial capability, and philosophies. In some organizations, Tier-1 and Tier-2 functional groups are handled by the same technicians while other organizations may prefer to combine Tier-2 and Tier-3 functions in the same groups.

The ultimate goal is to automate as many support functions as possible in Tier-0 where end users can quickly and easily find solutions without IT personnel's help. This saves the higher skilled resources for creating new solutions, troubleshooting difficult problems, and also reduces the operational cost.

IT Support Level	Function	Support methodology	Staffing needs
Tier 0	Self-help and user-retrieved information	Users retrieve support information from web and mobile pages or apps, including FAQs, detailed product and technical information, blog posts, manuals, and search functions. Users also use apps to access service catalogs where they can request and receive services without involving the IT staff. Email, web forms, and social contact methods such as Twitter, LinkedIn, etc., are used to send questions and requests to upper support tiers or company personnel. Customer forums allow users to crowdsource solutions, usually without input from company personnel.	Tier 0 requires technical and marketing resources to create, maintain, and update product information. A development team handles web site and app creation. Moderators are used to monitor customer forums. Tier 1 personnel respond to requests received through email, web sites, or social media.
Tier 1	Basic help desk resolution and service desk delivery	Support for basic customer issues such as solving usage problems and fulfilling service desk requests that need IT involvement. If no solution is available, tier 1 personnel escalate incidents to a higher tier.	Lower-level technical personnel, trained to solve known problems and to fulfill service requests by following scripts.
Tier 2	In-depth technical support	Experienced and knowledgeable technicians assess issues and provide solutions for problems that cannot be handled by tier 1. If no solution is available, tier 2 support escalates the incident to tier 3.	Support personnel with deep knowledge of the product or service, but not necessarily the engineers or programmers who designed and created the product.
Tier 3	Expert product and service support	Access to the highest technical resources available for problem resolution or new feature creation. Tier 3 technicians attempt to duplicate problems and define root causes, using product designs, code, or specifications. Once a cause is identified, the company decides whether to create a new fix, depending on the cause of the problem. New fixes are documented for use by Tier 1 and Tier 2 personnel.	Tier 3 specialists are generally the most highly skilled product specialists, and may include the creators, chief architects, or engineers who created the product or service.
Tier 4	Outside support for problems not supported by the organization	Contracted support for items provided by but not directly serviced by the organization, including printer support, vendor software support, machine maintenance, depot support, and other outsourced services. Problems or requests are forwarded to tier 4 support and monitored by the organization for implementation.	Preferred vendors and business partners providing support and services for items provided by your company.

Source:
https://www.bmc.com/blogs/support-levels-level-1-level-2-level-3/
https://www.certguidance.com/explaining-support-levels-itil-itsm/

SUGGESTED MEANING AND RESPONSE TIMES FOR PRIORITY

SUGGESTED MEANING AND RESPONSE TIMES FOR PRIORITY 1,2,3,4

Priority Code	Description	Target Response Time	Target Resolution Time
1	Critical	Immediate	1 Hour
2	High	10 Minutes	4 Hours
3	Medium	1 Hour	8 Hours
4	Low	4 Hours	24 Hours
5	Very low	1 Day	1 Week

PRIORITY 1,2,3,4 DEFNITIONS

Suggest we customise these to suit CICS and add examples for Food, Pharmacy, Funeral, Travel and Functional Departments

CATEGORY	DESCRIPTION	EXAMPLE
P1 HIGH IMPACT HIGH URGENCY	A large number of staff are affected and/or not able to do their job. A large number of customers are affected and/or acutely disadvantaged in some way. The financial impact of the Incident is (for example) likely to exceed 10,000. The damage to the reputation of the business is likely to be high. Someone has been injured. The damage caused by the Incident increases rapidly. Work that cannot be completed by staff is highly time sensitive. A minor Incident can be prevented from becoming a major Incident by acting immediately. Several users with VIP status are affected.
P2 MEDIUM IMPACT HIGH URGENCY	A moderate number of staff are affected and/or not able to do their job properly. A moderate number of customers are affected and/or inconvenienced in some way. The financial impact of the Incident is (for example) likely to exceed 1,000 but will not be more than 10,000. The damage to the reputation of the business is likely to be moderate. IMPACT The damage caused by the Incident increases considerably over time. A single user with VIP status is affected.
P3 MEDIUM IMPACT LOW URGENCY	A moderate number of staff are affected and/or not able to do their job properly. A moderate number of customers are affected and/or inconvenienced in some way. The financial impact of the Incident is (for example) likely to exceed 1,000 but will not be more than 10,000. The damage to the reputation of the business is likely to be moderate. IMPACT The damage caused by the Incident only marginally increases over time. Work that cannot be completed by staff is not time sensitive.
P4 LOW IMPACT HIGH URGENCY	A minimal number of staff are affected and/or able to deliver an acceptable service but this requires extra effort. A minimal number of customers are affected and/or inconvenienced but not in a significant way. The financial impact of the Incident is (for example) likely to be less than 1,000. The damage to the reputation of the business is likely to be minimal. IMPACT The damage caused by the Incident increases considerably over time. A single user with VIP status is affected.
P5 LOW IMPACT LOW URGENCY	A minimal number of staff are affected and/or able to deliver an acceptable service but this requires extra effort. A minimal number of customers are affected and/or inconvenienced but not in a significant way. The financial impact of the Incident is (for example) likely to be less than 1,000. The damage to the reputation of the business is likely to be minimal. IMPACT The damage caused by the Incident only marginally increases over time. Work that cannot be completed by staff is not time sensitive.

Source
https://wiki.en.it-processmaps.com/index.php/Checklist_Incident_Priority

DESIGNING A TEAM STRATEGY FOR THE CUSTOMER

BUSINESS UNIT SERVICE STRATEGY

The purpose of this note is to help communication, co-ordination and collaboration. This is a very early template for meeting with the Business Units to identify their business requirements and the balance of roles and responsibilities between the business unit, the IT Team and the software or service vendor. Example: For the XYZ Business it means what will the XYZ Colleagues do, what will the IT Team do and what will be done by software or service vendor.

BUSINESS UNIT NAME	XYZ Dept
BUSINESS UNIT OWNER	Fred Bloggs
DATE

KEY PRODUCTS AND SERVICES
What are the key products and services for the business unit? We need to know what is important or critical.

SERVICE	HOURS OF OPERATION	VALUE OF BUSINESS	KEY STAKEHOLDERS
Professional Services	9-5, Mon Fri	100k	John Smith, Jane Smith

KEY PERFORMANCE INDICATORS
What are the key KPIs for the business unit. This is part of customer service expectation?

KPI	EXPLANATION	CALCULATION
UPTIME	When the systems are available for use.	of time in a 40 hour week the system is available

KEY SYSTEMS
What are the key systems/services for the business unit, noting in particular those which are most critical?

NAME	PURPOSE	SUPPLIER	USER EXPERT	IT EXPERT	SUPPLIER SUPPORT
ABC System	Does all the billing and invoices	ABC Ltd	John Smith	Jane Smith	HelpDesk Tel 6875758

KEY SUPPORT REQUIREMENTS
What is the process, role and control?

TASK	WHO / DEPUTY	WHEN/ FREQUENCY	CAPACITY/ CAPABAILITY
Backups	John Smith, Jane Smith	Daily	Highly capable and competent
Patching and Updates	John Smith, Jane Smith	Monthly	Highly capable and competent

SUPPORT LEVELS AND RESOURCE

LEVEL	EXAMPLE	KEY CONTACT	LOCATION OF KNOWLEDGE BASE
Level 1
Level 2
Level 3
Level 4

ESCALATION AND SERVICE LEVEL
What is the process, role and control?

LEVEL	EXAMPLE	ACTION AND RESPONSE TIME
P1
P2
P3
P4

SERVICE CONTRACTS
What is the process, role and control?

WHICH FIRM	WHAT FOR	PERIOD AND VALUE	CONTACT DETAILS

DR AND BCP
What is the process, role and control?

CRITICAL SERVICE	BACKUP-PLAN	OWNER AND DOCUMENTATION	LAST TESTED / REVIEWED DATE

REQUESTS PROCESS (NON-SUPPORT)

Summary of requests process eg to add, amend delete products or services which are not support of something that is broken.

KEY PROJECTS / INITIATIVES / TECHNOLOGY CHANGES IN NEXT 3-5 YEARS

PROJECT NAME	PURPOSE (AIM/OBJECTIVE)	IMPLICATIONS (EFFORT, REWARD)	SCALE (TIME, COST, RESOURCES)

Last Review Date

Next Review Date

Signed by Business Owner

Signed by IT Team

TEAM FACILITATION AND LEADERSHIP

COACHING GREATER EXPECTATIONS AND HIGHER PERFORMANCE

A coach, manager or leaders expectations can affect the performance of their teams.

The first psychologist to systematically study this was a Harvard professor named Robert Rosenthal, who in 1964 did a wonderful experiment at an elementary school south of San Francisco.

The idea was to figure out what would happen if teachers were told that certain kids in their class were destined to succeed, so Rosenthal took a normal IQ test and dressed it up as a different test.

It was a standardized IQ test, Flanagan's Test of General Ability, he says. But the cover we put on it, we had printed on every test booklet, said 'Harvard Test of Inflected Acquisition.'

Rosenthal told the teachers that this very special test from Harvard had the very special ability to predict which kids were about to be very special that is, which kids were about to experience a dramatic growth in their IQ.

After the kids took the test, he then chose from every class several children totally at random. There was nothing at all to distinguish these kids from the other kids, but he told their teachers that the test predicted the kids were on the verge of an intense intellectual bloom.

As he followed the children over the next two years, Rosenthal discovered that the teachers' expectations of these kids really did affect the students. If teachers had been led to expect greater gains in IQ, then increasingly, those kids gained more IQ, he says.

But just how do expectations influence IQ?

As Rosenthal did more research, he found that expectations affect teachers' moment-to-moment interactions with the children they teach in a thousand almost invisible ways. Teachers give the students that they expect to succeed more time to answer questions, more specific feedback, and more approval: They consistently touch, nod and smile at those kids more.

It's not magic, it's not mental telepathy, Rosenthal says. It's very likely these thousands of different ways of treating people in small ways every day.

APPLYING SCHOOL PSYCHOLOGY TO THE WORPLACE

People respond to praise or criticism whatever their age and a shift from command and control telling (which is often met with defence or resistance) toward a more coaching and collaborative style (which encourages the team-member to come up with ideas and take responsibility for the problem) can and does work in the workplace.

It can be very hard to control your own thinking, values, beliefs and assumptions and the inevitable impact that they have on other people. This is why coaches, leaders and managers need coaching. Even psychotherapists need psychotherapy before they can practice so as to be able to manage their own thinking and remain objective when working with clients.

If you want to more towards a coaching approach a good first step would be to find a coach, mentor or buddy who can give you honest feedback. If you are able to record or video meetings and reflect on the play-back that can be really helpful. Ideally if you have an open dialogue with the team you can use 360 feedback to help everyone improve.

One of the significant elements of scrum is the use of self-coordinated teams and the emphasis on retrospective meetings at the end of each delivery phase to both look at improvements in product or service delivery, but more importantly about how the team worked and what processes or behaviours will improve team working in the future.

The great strength of this approach is that the proposed processes or behaviours can be employed in the next (2 weekly?) delivery phase allowing for rapid feedback, review and improvement providing constant learning and growth.

7 WAYS COACHES AND LEADERS CAN CHANGE EXPECTATIONS

Watch how each team member interacts. How do they prefer to engage? What do they seem to like to do? Observe so you can understand all they are capable of.

Listen. Try to understand what motivates them, what their goals are and how they view you, their classmates and the activities you assign them.

Engage. Talk with team members about their individual interests. Don't offer advice or opinions just listen.

Experiment: Change how you react to challenging behaviours. Rather than responding quickly in the moment, take a breath. Realize that their behaviour might just be a way of reaching out to you.

Reach out: Know what your team members like to do outside of work. Find both individual and group time for them to share this with you. Watch and listen to how skilled, motivated and interested they can be. This type of activity is really important for team members with whom you often feel in conflict or who you avoid.

Reflect: Think back on your own best and worst coaches, bosses or supervisors. List five words for each that describe how you felt in your interactions with them. How did the best and the worst make you feel? What specifically did they do or say that made you feel that way? Now think about how your team members would describe you. Jot down how they might describe you and why. How do your expectations or beliefs shape how they look at you? Are there parallels in your beliefs and their responses to you?

TEAMS AND CUSTOMERS