Turning O & M Manager

Can you imagine how complicated it O & M is for a group company with thousands of employees and most of them use IT equipment? Let's take a look at the story of John.

 

Mr. A is the it O & M manager of such a company. He is responsible for thousands of desktop terminals, networks, servers, and data centers distributed across several major cities in China, routine maintenance and it Asset Management of applications and software. Work Requirements: regular O & M reports should be provided to ensure that end users are satisfied with the SLA and provide efficient and stable IT support for business development.

 

Mr. A's team has 10 engineers, 5 Beijing headquarters, 3 Shanghai, 1 Guangzhou and 1 Chengdu respectively, and each person is responsible for it requests from over 200 employees on average.

 

Although such staffing cannot be said to be small, the workload of each person is full. Taking Beijing as an example, five people handle various IT maintenance requests from nearly 1000 employees. These problems are from the use of equations in Excel to ERP system faults, in addition, the company's network, servers, data center inspection and daily maintenance. Mr. A found that, in most cases, IT engineers are busy at the customer's site and seldom work at the station. However, the telephone voices at their respective stations are always one after another, almost uninterrupted. If a company experiences network disconnection, a large area of viruses, and the need to upgrade software in a unified manner, it is even harder to work overtime. The same is true for O & M personnel from other regions. After a few months of employment, Mr. A gradually realized that he and his team were both in the "kicking" situation with a gray face, which showed the following:

 

I. A large number of complaints, and the O & M management capability is under question

The team members are busy, but the complaints received by Mr. A or the CIO continue. Employees in key business departments and even leaders often complain that they cannot find O & M personnel, and the problem cannot be handled in a timely manner, seriously delaying their work. Some are complaints about the attitude of O & M personnel.

 

Ii. Report time-consuming, taking a lot of management effort

In order to regularly identify frequent failures and provide corresponding improvements and solutions, Mr. A needs to spend at least one week to make a statistical analysis report every month. That is, the daily O & M Service Quality Report consumes 2-3 days. It takes about half the time to prepare a report every month! It is really difficult to have time to explore and collect more business needs.

 

Iii. Difficult team deployment and unstable O & M Quality

Most of the time, O & M personnel are doing simple and repetitive work, and it is difficult to get the recognition of end users, mr. A once heard that they described themselves as "idle" and "busy" in private, with a high turnover rate. It is often because someone is not easy to become a skilled engineer, but asks to resign because they do not see their career prospects or feel unvalued. The departure of these backbone forces will cause fluctuations in customer satisfaction and O & M quality for a long period of time.

 

Iv. Unclear assets, no basis for decision-making, difficult to cope with audits

Due to the lack of systematic asset management, it is difficult for Mr. A to know exactly how many IT assets the company has, and whether the company needs to purchase new machines also lacks data support. Mr. A also remembers that at the end of the year's audit, the entire team had fought more than a few days and nights to complete the company's IT asset inventory. However, in the coming year, there will be many changes due to device decommission or employee resignation, so Mr. A still cannot grasp accurate data in real time. Even worse, with the development of the company's business, more branches and employees, it O & M support has become increasingly difficult.

 

In order not to "kick", Mr. A once sought the secret of "turning over" and seriously thought about the problem: the reason for this situation is that there are not enough people, or is the working method to be improved? The key to all problems lies in the lack of standardization and process-based. Introducing the ITIL idea will bring Xiao A out of the predicament by establishing a service desk in the true sense.

 

As we all know, most companies use ITIL for it O & M management, and the service desk is the core management function of itil. How can the service center help? Wang Yong analyzed Xiao A's problems one by one.

 

"Unique contact point" coordinates dispatch to increase satisfaction

 

The essence of user complaints is customer satisfaction. If you summarize all IT problems to the service desk, the service desk can directly solve the vast majority of (more than 80%) problems, the service level agreement (SLA) and issue handling priority should be agreed with the business department in advance, and O & M forces should be uniformly allocated, so that O & M personnel will not miss the major issues that need to be handled in a timely manner. The significance of the service desk is not only to standardize various it requests by providing a single contact point (SPOC), but also to allow O & M to be justified and traceable, so as to reduce customer complaints and improve customer satisfaction.

 

Service Center automation management tools greatly improve work efficiency

 

The second report and fourth asset management problems mainly involve the lack of automated tools. The use of service desk management tools can partially improve work efficiency and reduce the corresponding time consumption. With the help of the management experience of professional outsourcing companies, it can greatly save the management Energy of O & M managers and improve the management quality.

 

Build an O & M Echelon and reasonably match O & M Resources

The root cause of the third employee's management problem is that the O & M work distribution is unreasonable and the performance cannot be assessed. If the O & M personnel are assigned one, two, and three lines of support, different O & M personnel perform their respective duties, which can make reasonable use of limited O & M capabilities and significantly improve the overall work efficiency; at the same time, it is convenient to assess their respective work performance. Then, appropriate rewards and punishments should be formulated accordingly, or different service skills training should be provided for different positions, which can also improve employees' work enthusiasm.

 

Finally, Wang Yong concluded: "the service desk system can help the enterprise IT department to improve the first-line resolution rate, customer satisfaction, and management efficiency, thus saving more effort to use new O & M requirements, better support for business development."

 

As a matter of fact, after some exploration, the "turning over" lock by Mr. A is also the way to improve work. According to the ITIL standard, Mr. A initially set up a unified IT service desk. A few months later, Mr. A did feel a lot relaxed in his work and reduced complaints and team complaints, sometimes, you will receive sporadic praise from the business department. Mr. A finally felt a little "salty fish turning over. In order to truly make a splash, Mr. A is still thinking about the possibility of further improvement. At present, he is considering whether to outsource specific work, so that he can completely stay away from the trouble of personnel management, and secondly, outsourcing companies are more professional and cost-effective. However, outsourcing also has potential risks. Mr. A is still Carefully measuring the advantages and disadvantages. (Post)