Service Examples

Here are some examples of the sort of services Noel Bruton could provide to help your I.T. Support deliver the level of performance your business I.T. users need and deserve.

Case Example

Approach Example

Should our Servicedesk make more use of AI and user self-help?

Far from straightforward. Seemingly, the main source of ‘information’ about this is people who want to sell you A.I. and self-help tools.

But there’s a question the vendors may be unable to answer; will their solution decrease the productivity users lose when they have a problem? Or will the users’ time spent consulting the tool increase that lost productivity?

With user productivity worth at least three times a technician’s salary, can you afford this on a business scale?

And what about the practical side – for example, who will write the tools’ content? Do you have on your support staff, people who write with clarity and unimpeachable logic?

Don’t fall for mere sales patter. Get Noel Bruton involved and we’ll devise a solution that really suits.

How should support mature to cope with our Business Transformation or Digitalisation?

New ways of conducting business in the corporation as a whole should beget appropriate ways of supporting the transformation; such as new support services, requiring new support skillsets, procedures, working instructions, checks, and balances.

How did Support transform itself when you began hotdesking, moved to the cloud, withdrew from the cloud, grew the business, consolidated locations, whatever were your last business changes? Was it an organised evolution? Or perhaps Support did as it so often does – full of goodwill and hope-for-the-best, just keep reacting to whatever comes in. They may mean well, but it’s not organisation and it’s invariably wasteful.

Solid and appropriate transformation requires proper needs analysis, quantification, design, implementation, skillset management, practice maturity, and resource allocation. Let’s do it well.

We’re thinking of replacing our Enquiry-Handling Software

Noel Bruton’s study of Enquiry Handling or ‘ITSM’ software a couple of years ago showed starkly that several vendors would rather you didn’t quite know what you want when you start your software replacement quest; for then they can set the agenda around their product, especially its latest gimmicks of differentiation.

Some products purport to be a solution-in-a-box, with all the thinking done for you, so the system tells you how to run Support, rather than the other way round.

But ideally, support processes should be designed by support practitioners, not programmers and vendor marketing staff. Your enquiry handling system is part of your succcess. Let Noel help you get it right and even deal with the vendors in your interests.

Recently-appointed head of technical workgroup is struggling

Noel Bruton is the author of the ‘Mastering IT Support Delivery’ (MISD) curriculum of qualifications across the I.T. career.

A technician thinks in diagnostic terms, focusing on their own activities, in obedience to a job description, following priorities set by superiors. That is the precise opposite of a department head, where diagnosis is irrelevant; the activities are those of a whole workgroup, in implementation of a strategy of the leader’s devising, following priorities dictated by the business’s need of that workgroup’s services.

MISD certification can help with this massive mentalilty shift. Optionally, add some occasional coaching, to really make the transformation.

Both are available here, in standard or bespoke forms.

Merging several support services into a centralised resource

Or indeed separating them out into specialised delivery. In either case, it takes an understanding of business need first, followed by quantification, service process design, resource planning, skillset inculcation and finally the logistics of the change itself, all happening with minimal user impact, and respecting a benchmark that shows how things have improved as a result.

How might Production I.T. workgroups adapt to Development’s shift to Agile and DevOps?

Part of the beauty of Agile and its associated methods is the reflection of proven practices from the manufacturing sector, where waste can be measured and costed. There is little room for the Single Points of Failure (only one technician sufficiently expert in a given system) and siloism (“send it back to the Servicedesk”) that traditionally characterise I.T. Support and its associated technical workgroups.

“Just-in-time solutions? No, here in Desktop Support, we prefer a nice big backlog from which we can cherry-pick our work, thanks.”

Even in the most common and allegedly developed I.T. management frameworks, the required shift is typically not just procedural, but cultural. Experience matters – and with nearly 40 years in I.T., 27 in consultancy, Noel Bruton has much to offer.

How can we get rid of persistent workload backlogs for good?

On a recent consultancy engagement, it pained this writer to meet with a group of technicians who deliberately kept their backlog high so managers would not feel they could make anyone redundant.

The point is, the reasons for the backlog may not just be the “we’re too busy” or “we’re understaffed” excuses often cited. They may be true; but they still need objectivity, or the root cause of the backlogs may never be found.

Resource allocation and skillsets come into it; but so do confidence in tenure, task variety, motivation, and measurement.

Noel Bruton has the requisite tools to quantify, eliminate and prevent your backlogs, now and future.

How many Support staff do we really need?

This doesn’t have to be the finger-in-the-wind, recruit-after-the-fact approach typically favoured by purely reactive workgroup heads. There is a formula, devised by Noel Bruton. First, forecast demand, based on organisational size; smaller companies tend to make more use of support, except in remote locations, where staff resilience is a factor. Next, account for the abandonment rate, and once the true demand has been measured, multiply it by the Spot Rate and divide the result by the Fixes per Resolver Average – but only after your determined your true Support FTE by calculating the non-reactive work as covered by the RMAP Quadrant. It’s pretty accurate. But then there’s the productivity factor. Most Support groups don’t pay heed to it; those that do can outperform their peer groups by factors.

It’s a question of knowing what’s possible as well as what’s actual, and the difference between the two. Your financial benefit is potentially several times the consultant’s fee. Noel Bruton can help here, and then some.

Note that these are just examples. Contact Noel Bruton with your support issue. It costs nothing for an initial chat, and we can create a solution for you.