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Chapter 7 ■ Service Operations Virtual Service Desk Paris Service Desk San Francisco Service Desk Rio de Janeiro Service Desk Virtual Service Desk Beijing Service Desk Sydney Service Desk London Service Desk Service Knowledge Management System Figure 7-9. Virtual service desk Today, we have the technology to bring service desk agents onto the service desk platform from the comfort of their homes. A number of housewives are working at call centers from their homes. The phones calls are routed to their personal lines or come in through voice over Internet protocol on the agent’s personal computer. The end user will notice no difference between a centralized service desk and a virtual service desk, as the technology seamlessly integrates disjointed bits into a single unit. Likewise, organizations are off-shoring, near-shoring, and outsourcing a number of service desks to countries where talent is available in plenty and where the operational costs are marginal when compared to the customer’s market location. In this book, I’ll discuss two ways of creating a virtual service desk: the follow-thesun model and the specialized service desk. The follow-the-sun model works the best in a global organization that houses users across the globe and has a need to support the users 24/7 and 365 days a year. Instead of having a centralized service desk in one single location, it can be spread across multiple locations across the globe. The concept of this model is that the service desk in a particular location is operational during their daytime. During the nights, the next service desk where it is still daytime takes over until nightfall. Let’s consider the example of an organization with service desk setups in Bangalore, Tokyo, and Detroit. Tokyo sees the first daylight, and the service desk becomes operational, say at around 9 A.M. local time. Calls from users from across the globe get routed to the Tokyo service desk. The service desk in Bangalore will become operational 197
Chapter 7 ■ Service Operations at 9 A.M. local time. The Tokyo service desk closes down when the sun sets (6 P.M.). Calls from users will start landing in the Bangalore service desk. As daytime begins in Detroit (6 A.M.), the service desk in that city takes effect, and becomes operational. The service desk in Bangalore closes down, and the Detroit service desk takes over. As the day in Detroit comes to a close, the Tokyo service desk would start up the following day, and the cycle continues. This model is in vogue with some major organizations. When you call the customer care line, you will notice that the call sometimes gets picked up by those with foreign accents (multiple accents), and at times by those with local accents. This, you may have observed, happens during a particular period of time. Say, when you call at night, somebody in India will be your service desk agent. And when you call during the day, you might hear a service desk agent speaking American English. This is virtualization chugging its wheels in the background, and you, as the user, will have called the same number each time, and all the technicalities of call routing are done in the backend. Isn’t it cool? The next type of a virtual service desk is not based on time, zones, or daylight. It takes shape based on the expertise in a particular area. In this service desk, it is possible to house different types of experts in different locations. And, through the power of IVR and routing, it is possible to route the call to the respective expert sitting across the globe. Let’s consider an example of an organization with the specialized service desk setup. When a user calls in, the IVR prompts him to select the type of problem that he is facing: Laptop, Desktop, Network, Storage, or Application. When the user selects laptop, the call gets routed to a laptop support group sitting in London. They will talk to him and take care of the resolution. If the user selects Application, the call gets routed to Manila, and application experts who are seated in Manila are responsible for the resolution of the user’s application issue. Likewise, it is possible that expert teams are spread across the globe, and depending on the issue on hand, the respective service desk takes over. This type of a setup is common in IT services organizations, as they normally tend to hire specific skill sets in particular locations. The advantages of a virtual service desk are: • Organizations can become resilient with virtual service desks, where they can bank on one or the other service desks if one was to fail and eliminate the single point of failure • It can be a less expensive option compared to the centralized service desk, as deploying home-working professionals can reduce the resourcing costs • It can also be less expensive if the organization doesn’t have to shell out infrastructure costs because the service desk agents are working out of their homes • There are rules in some countries to pay an additional wage if professionals are made to work beyond a certain time, which can be eliminated with a virtual service desk 198
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Become ITIL Foundation Certified in
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Become ITIL Foundation Certified in
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Contents at a Glance About the Auth
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■ Contents 1.8 Internal and Exter
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■ Contents ■Chapter ■ 4: Serv
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■ Contents 6.4 Service Transition
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■ Contents ■Chapter ■ 9: ITIL
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About the Technical Reviewer Sumit
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Preface When my first book, Communi
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CHAPTER 1 Service Management as a P
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Chapter 1 ■ Service Management as
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Chapter 2 ■ Generic Concepts 2.2.
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Chapter 2 ■ Generic Concepts ENAB
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Chapter 3 ■ ITIL Service Lifecycl
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3.2 ITIL Roles Chapter 3 ■ ITIL S
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3.2.6 Generic Role: Process Practit
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CHAPTER 4 Service Strategy A strate
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4.1.4 Patterns Chapter 4 ■ Servic
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Chapter 4 ■ Service Strategy Figu
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4.6.1.2 Risk Analysis Chapter 4 ■
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CHAPTER 6 Service Transition Transi
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Chapter 6 ■ Service Transition
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6.4.1.3 Types of Change Requests Ch
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6.4.1.7.1 Create a Request for Chan
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6.4.1.7.7 Review and Change Closure
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■ INDEX Service catalog managemen
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■ INDEX OR gate, 19 parts, 20 per
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