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Benefits of Service Quality Assurance

By Clinton Goveas ·
What benefits can IT managements see if they subscribe to the idea of providing Service Quality Assurance to their clients? Does it differ in volume from the benefits they would see if they just concentrated on software (product) quality?

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Benefits of Q&A

by ArthurP In reply to Benefits of Service Quali ...

Personally after many discussions upon the merits of Q&A, I have taken the approach that it is of benefit to IT managers.

I've found the benefits out weigh the cons, especially when you've either finished a project, or a major roll-out of applications.

I've posted the Q&A form on the intra-net, and invited 'customer' to complete the form, and then used this information to improve both the service that is offered as well as improvements for the project teams ..

This approach was used during the move of 4,500 personnel from London to the new site location in Reading, (a new building, with the requirement to relocate all IT systems under one roof). Where the project was split into two phases, over a year.

The lessons that we learnt were two fold
* A single print server, for 1,000 personnel was
insuffient - we then built two print servers
into the next phase, (and retro-fit a second
into the first phase); thereby ensuring a
redundancy factor, (mapping personnelto
printers covered by both servers), allowing an
alternative print resource which also allowed
the removal of local/personal printers which
equated to a budget saving.
* Introduction of automated printer mapping -
thereby saving Support Engineers having to
physically map individual systems - again
feedback from a Q&A to the engineers .. this
also meant that the customer once the customer
logged onto their system the printers were
mapped automatically ... again both a budget
saving, and reduction of effort required by
engineers with the provision of increased
productivity and business continuity
* An alteration in the way that we moved the
teams to provide business continuity

If you field a Q&A, I'm sure you will be supprised at the feedback; which will help you to target your objectives more efficiently.


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Follow-up: Benefits of Q&A

by Clinton Goveas In reply to Benefits of Q&A

It is interesting to note that you were able to effectively use the feedback gathered from your customers to improve service levels of the support staff.

I have a few questions from the experience that you have mentioned. Besides the feedback from the previous service processes, were there any other service requests that came in from customers? Were SLAs used for the same? Was any part of the setup of the relocated office outsourced to a third party? Were there SLAs with respect to their deliverables? If so, how did you use the above SLAs to manage your service level to your customers?

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Feed back -1

by ArthurP In reply to Follow-up: Benefits of Q& ...

The feedback from the Q&A's enable a restructuring of the IT department's function.

With the reduction in the Desktop support team, we were able to divide the support objectives, and implement a "drop-in centre" that catered for Laptop support.

The function of the DIC is to support laptop users, with diagnostics & repairs, RAS, (Analogue & digital), software installs, memory upgrades, data recovery from failed HD's.

The DIC is given autonomy within it's functionality, answering tothe Support manager, and operated as a separate support functionality.

Again due to the reduction in support staff, it was essential that we approached the business with revised SLA's.

This was accomplished by designing a triage; enabling the immediate support, (engineer to contact within 1 hour of receiving the call with the customer's system repaired, or system swap-out within 2 hours based upon diagnostics), to Revenue earning, support, and retention. Admin staff received a callwithin 3 hours, and software installs were handled upon a merit, (job functionality was used as a guideline).

With our efforts directed towards maintenance, and operation, I admid that we discarded software installations as a lower priority. However, after a month, based upon feedback from the customer base it was necessary to reassess the way in which we approached this problem.

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Feed back -2

by ArthurP In reply to Feed back -1

This led to the establishment of a UK Software installation engineer, who's job definition was the installation of all software requirements. Again this engineer was given autonomy in the way that he installed the software, (whether it was by network tools, visiting the customer, or requesting that the customer visited his desk).

The engineer deployed the software by using LANDesk, Log-on scripts, and batch-files that allowed the installation of software by using the SU scripts.

Managing SLA's
Having explained the situation to a frustrated and annoyed customer base, and having been placed in the position where I have had to explain the current situation; after a year we have started to receive good feedback from the customer base, (60% responded), it looks as though we have a good formula, (48.75% were in favour of our approach with limited resources, with 57% in favour of the DIC)

If you need any more information, please drop me a line to

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